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Industry Initiative between Ticket Vendors and Railways: completing the Full Service Model Brussels, 18 January 2011.

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Presentation on theme: "Industry Initiative between Ticket Vendors and Railways: completing the Full Service Model Brussels, 18 January 2011."— Presentation transcript:

1 Industry Initiative between Ticket Vendors and Railways: completing the Full Service Model Brussels, 18 January 2011

2 Situation at the end of the TAP TSI Phase 1: The Full Service Model (FSM) has delivered a high-level requirements document, but there is no regulatory TAP TSI mandate to build on and complete this work. The potential held in FSM may thus not come to fruition. TAP TSI Phase 1 delivered: implementation guides, master plan, governance proposal TAP TSI Phase 2: development TAP TSI Phase 3: implementation Full Service Model: high-level requirements document delivered during Phase 1 Completing FSM as an industry initiative: - opportunity for RUs and TVs - Interest expressed Industry Initiative Within the EU regulation Outside the EU regulation

3 Opportunity: the railways – represented through industry body CER – have responded positively to the Ticket Vendors proposal of an Industry Initiative outside the TAP regulation to complete FSM as a joint project (involving ETTSA/ECTAA/GEBTA and leading European railways) Objective for the initiative: to establish specifications for the implementation of an innovative rail distribution landscape in a partnership project between Ticket Vendors and Railways. Transcend the confines of TAP TSI to create a win-win situation: provide an improved consumer experience when booking rail improve multi-channel and international distribution capabilities for Rus Enable the market place to create and offer efficient distribution solutions on the basis of standardised rail data and business processes position railways for effective competition and distribution in a liberalised European market improve distribution systems agility and potentially reduce cost of complexity for all stakeholders Key stakeholders and dependencies: Railways: CER and leading railways DB, SNCF, ATOC, Trenitalia Ticket Vendors: ETTSA, ECTAA, GEBTA Commitment by all stakeholders, incl. resources Outside the EU TAP TSI regulation Industry Initiative

4 A first illustration of project governance and resourcing: The proposed Industry Initiative should be managed and resourced jointly between the Ticket Vendors and the Railways TAP TSI SteCo under TV/RU joint leadership Resource pool TVs x 3-6 FTEs Joint project management TV/RU Resource pool RUs (incl. UIC) x 3-6 FTEs Industry Initiative Ticket Vendors and Railways need to be represented at parity in the Steering Committee for the initiative. The committee provides guidance throughout the initiative and is the final arbiter for all critical decisions. Project management: given the scale of the project, a full-time resource will be necessary to fill the role. Resource pool: jointly staffed by Railways and Ticket Vendors. The initiative may require a total of 6-12 FTEs (full time equivalents) for the duration of the project. Required skillsets: business analysts, architects, commercial analysts. Railways may call on specialist resources already funded in UIC.

5 The Industry Initiative will likely have an amitious duration of 12-18 months from its start. Stakeholders, including the European Commission, would expect to see a tangible result. Work packages should therefore be planned with the aim of producing a master plan which can be implemented by both Railways and Ticket Vendors. Basis: high-level business process described in FSM Journey planning and shopping Booking, fulfillment, payment In-journey and after-sales service Proposed work packages: Requirements definition Prioritise business process elements Detailed functional requirements for the business process Detailed non-functional requirements Initial draft solution and architecture to deliver the requirements Impact analysis of draft solution Comparison: status quo vs. proposed solution Gap analysis and evaluation of adaptations to IT systems Final scope of solution Cost-benefit analysis (CBA) Master plan for the implementation of the solution Incl. detailed project plan for phase 1 implementation Industry Initiative

6 This indicative project plan proposes an initial phase to structure and initiate the project. Subsequently, work packages would be aligned for delivery within a 12 month project duration. The example below serves as an illustration in order to help the internal consultation and discussion in ETTSA and ECTAA/GEBTA. Q1Q2Q3Q4Q5 Duration Project initiation Framework Resourcing Prioritisation Deliverables Project charter Work package Resources Business analysts Architects BAs Commercial Industry Initiative Requirements definition Impact analysis Draft solution Final scope CBA Master plan

7 Call to action: The ETTSA and ECTAA/GEBTA communities need to consult internally and agree the Ticket Vendor position with regard to the open points below. The aim is then to meet with CER and the lead railways in September in order to discuss and agree a project framework, and then launch the Industry Initiative and project. Internal consultations to define position on: –Structure + framework of initiative and project –Governance of the project –Priorities and deliverables –Resource commitment (see proposed project structure) By 1 st week Sept. Industry Initiative

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