Leading a major London environmental programme

The challenge

The Mayor of London expressed a strong interest in developing hydrogen as a key technology in London. The introduction of hydrogen powered vehicles to the Transport for London (TfL) fleet would raise the profile of the scheme. Hydrogen powered vehicles are a quiet, efficient, pollutant free alternative to diesel in the future.

As part of the programme, the London Hydrogen Partnership (LHP) was created to drive the initiative forward. The LHP Action Plan set-out a series of goals, one of which was the procurement and operation of a fleet of 70 buses and other vehicles. TfL offered to project manage both the procurement and future operation of the vehicles.

The Directorate responsible was an operational one with limited previous experience of the project management framework and business case approval process. We were commissioned to:

• provide the project management capacity and expertise for the project
• set-up the project governance and strategy
• manage the transition through the initial key stages

Our approach

We were given the following engagement objectives:

• Establish a Project Board and Reference Teams and deliver a TfL standard compliant project
• Identify the most appropriate, effective and efficient suppliers for all 70 vehicles
• Identify fuel infrastructure suppliers and the most suitable technology to be adopted
• Co-ordinate the trials of Buses and other vehicles to evaluate performance and operational viability and, subject to these, to procure 10 Hydrogen Buses, 60 other vehicles and the required hydrogen fuel infrastructure by 2010

To meet our objectives, we worked closely with multiple partners. On completion of our engagement we had:

• Identified Project Board members and engaged with current and potential future stakeholders including obtaining buy-in from the Greater London Authority
• Established the Project Board and appropriate Terms of References – obtaining full support from Bus Operations
• Drafted and agreed the project brief and other appropriate project management documentation (PID, Business case etc)
• Secured agreement on the procurement strategy and the setting-up of the OJEU notices and tender documentation
• Obtained funding approval for the Business Case

Post successful project definition, we handed back project management responsibility to client staff.

How did this deliver value to the client?

As a result of our involvement there is now an inclusive governance structure and agreed project plan. The project now has clarity of the potential cost forecast and there is an agreed procurement strategy bringing together a previously disparate series of initiatives and objectives.

Click here to download PDF

If you would like to talk to us call on the number below. Alternatively, click on the consultants email address, provide us with your details and we will call you back. We look forward to speaking to you. Contact: Email: Tel: Dom Moorhouse dommoorhouse@moorhouseconsulting.com +44 (0) 1225 446 313