sample report 1 Number of cyclists in Glasgow

Sample Report 1

Becoming An Effective Business Analyst (University of Strathclyde)

Sample Report 1

Becoming An Effective Business Analyst (University of Strathclyde)

A

Advice on how to deal with and understand some key data and information that may influence plans for after the Games lasting positive effects on transportation

The following graph shows the development of the numbers of cyclists in Glasgow from the year 2000 to 2012. After a decline after 2003 until around 2008, there has been a positive trend of an increasing amount of people using the major roads in Glasgow as cyclists. This positive trend has flattened out slightly between the year 2011 and 2012, however it seems to still be an ongoing positive trend. With the positive legacy the Games leave behind, this number is expected to be increasing.

Looking at the Leeds study, of the effect work facilities have on transportation choice there is some change in terms of transportation choice. If outdoor parking is provided, 6.3% of the responders claim they would cycle, this is a 0.5% change from the base. If indoor parking would be provided the change from the base is 0.8% and if both indoor parking and showers are provided the change from the base is 1.3%. This is illustrated in the table below.

0 500 1,000 1,500 2,000 2,500 3,000

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Number of cyclists in Glasgow

(In thousand vehicle miles)

1 In order to conclude, it seems that work facilities at work have some influence of transportation

methods chosen, however the effect is not very significant. If the only aspect that would change after the Games would be an increase of facilities at work, such as parking and shower facilities, there is likely to be a slight increase of cyclists, however other aspects seems to be more important in order for people to cycle. Looking at the data for 2011, 1.6% chose to cycle as a method of travel to work. If we can assume that the data from Leeds would also be relevant for Glasgow, there would be an increase to 2.9% that would chose to cycle, assuming they all have shower and indoor parking facilities.

Compared to work facilities, daily payments have a much larger effect on getting people to cycle over driving by car. However, there is not a plan to increase the payments for car drivers after the Games, so this would probably not be relevant for Glasgow. However, it illustrates how much price disincentives influence people when choosing transportation methods.

Effect of facilities at work, change from base

Scenario Car % Passenger % Bus % Train % Walk % Cycle % Outdoor

parking

provided -0.3 0 -0.1 -0.1 -0.1 0.5

Indoor parking

provided -0.5 -0.1 -0.1 -0.1 -0.1 0.8

Showers and indoor parking

-0.7 -0.1 -0.2 -0.2 -0.2 1.3

With adding more non-segregated on-road cycle lanes, the Leeds study helps in giving an indicator of how people would react. If half of the existing major and minor roads with no cycle facilities where to change to become non-segregated on-road cycle lanes, an increase in 0.8% of cyclists can be expected. This number would change to 1.9% increase (from 5.8% to 7.7%), if all of the major and minor roads where to become non-segregated on-road cycle lanes. In comparison if there were completely segregated off-road cycle ways, 9% claims they would cycle, however this is not part of the plan after the games, and possible neither feasible in Glasgow at the moment.

Figure 1 C: Non-Segregated Cycle Lane, D: Major roads with no cycle facilities E: Minor road with no cycle facilities

Looking at the figure, it can be seen that the majority would still prefer travelling by car, however the increase of cyclists seems to be from a decrease of care usage. There is little change the other transportation methods as a result.

Assuming the Games will leave a change in half of the minor and major roads with no cycling facilities becoming roads with non-segregated cycle lanes. From the 2011 data, it can be expected to be an increase from 1.6% that chose to cycle to work to 2.4%. Factoring in the added parking and showering facilities described previously, 3.4% would chose to cycle to work after the Games.

It can be concluded with, that creating incentives for cyclists at having parking and showering facilities available, and cycle lanes increases the number of cyclists slightly. However, if Glasgow wants to decrease the amount of drivers and increase the amount of cyclists significantly, the Leeds study illustrates that a price disincentive would have greater effect on increasing the number of cyclists as car drives seems to be price sensitive. This could be done by adding charges to city centre car driving during peek-hours, similar to what has been done In London.

Adopting the Leeds study

There are several factors you need to consider when adopting the Leeds study for the plans

3 workers in Glasgow compared to workers in Leeds? If the travel distance in Glasgow is shorter on

average compared to Leeds, it is likely that there would be greater positive percentage changes when introducing the various incentives for cyclists. The traffic in the cities should also be

compared, how many cars are in the main and minor roads, how aggressive does the traffic seem to be? Non-segregated on-road cycle lanes might create a greater response in Glasgow if the current roads seem unsafe, whereas people in Leeds might find the roads fairly safe to cycle on already. How does the number of car owner compare? The car ownership in Glasgow is lower than the UK average, and it needs to be considered how this number compares with Leeds. In the Leeds study the majority of the increased cyclists came from a decrease by those who travelled by car, and if less people travel by car, the increase in cyclists might be lower than the numbers from the Leeds study. The Leeds study can provide decision makers with useful knowledge, however other factors that might influence people on their travel choices needs to be considered.

B3

What are the key strategic issues facing TST and the City of Glasgow? How might TST ensure engaged and involvement with the stakeholders involved in keeping Glasgow moving and in leaving a positive legacy in Glasgow with regards to modes of transportation

Strategic Overview

The Glasgow Games Transport strategy is focused on the following strategic objectives:

• Safe, secure, reliable and accessible transport for the Games Family

• Provide fast, frequent, friendly and accessible transport for spectators

• Keep Glasgow moving during the Games

In order to address the key strategic issues facing TST and the city of Glasgow, a market analysis will be conducted. The tools used for the market analysis are PEST and SWOT. Both are useful in order to address strategic key issues.

A PEST analysis analyses the external environment TST and the City of Glasgow operates in. It consists of the following factors: political, economic, social and technological.

The SWOT takes both external factors (opportunities and threats) and internal factors (strengths, and weaknesses) into consideration, which is useful when defining key strategic issues the TST is likely to face.

P

•The government and Glasgow City Council are stakeholders in TST and involved in the project.

E

•Glasgow is Scotlands largest urban economy

•Glasgow has not been hit by the recession as har as other UK cities, and has fully recovered.

•The games can further raise Glasgows profile attracking further investments.

S

•Lower eployment rate than the UK average

•Lower life expectancy than the UK average

•The Games is a large event, and people from all over the world will travel to Glasgow that would have not done so otherwise

T

•Technologies such as social media makes it easy to reach a large amount of people instantly

•Technological improvements makes it easier to improve transportation in the future, however it also creates new challenges.

5 Strengths:

• Glasgow has already a well-developed public transportation network that runs well and is used by the public.

• Can take advice from other Common Wealth games, and learn from their mistakes.

• A well-planned budget and time management suggests that the project is going as planned without large cost overruns.

• There are no direct competitors to TST.

Weaknesses:

• TST has not experience in managing such a large even as the Commonwealth games.

They cannot learn from previous mistakes. TST can only learn and take experience from past busy periods that were much smaller in both scale and duration.

Opportunities:

• The ability to see how well the plan works in action, and evaluation of how it can be done better the next time large amount of people will use the transportation system (in a worst-case scenario, mass evacuation of the city).

• A successful commonwealth games will be carried on into the future in terms of transportation, and provide the city with greater transportation long term.

• High fuel prices raise awareness and give tourists and citizens an incentive to travel by public transportation.

Strenghts Weaknesses

Opportunities Threats

• The use of social media to create a positive impression on Glasgow and its transportation systems

Threats:

• Car ownership in Glasgow is predicted to grow by 33.46% for one car per household and 34.44% for two cars or more per household by 2024 (Strathclyde Partnership for

Transport, 2014).

• The car ownership increase does not match up the population growth or the predicted growth in usage of public transport in Glasgow.

• Traffic jams can delay the buses substantially. This is especially a concern during the Games.

• Negative social media campaigns created by unsatisfied tavellers

Key strategic challenges for TST identified by the analysis:

One of the main challenges to the strategic objectives set is that the TST has no previous experience when it comes to an even of such large scale as the Games. There is no possibility to learn from mistakes. Best practises can be taken from the organisation of similar events from other cities, however Glasgow is not likely to be identical to any of the cities it is compared with and unpredictable issues might arise.

Increased view on public transportation might encourage more people to travel by public transportation after the games. One key strategic objective is to “provide fast, frequent, friendly and accessible transport for spectators”. If the TST succeed people that would normally travel by car, and then decides to use public transportation during the Games, will base their decision on whether to continue to travel by public transportation or not after the Games has ended on their experience during the Games. However, failing to meet this strategic objective, as an example in the case of large delays, overfilled capacity of the subway, trains and busses can discourage people in the future leaving behind a bad impression of the Glasgow transportation system.

Social media represents several strategic possibilities, as it can be updated live keeping the public informed on changes or issues. In addition it also makes it possible for the TST and the city of Glasgow to efficiently and effectively communicate with the public. However, unsatisfied users are more likely to leave feedback compared to satisfied users. It is important that social media is monitored continuously in order to provide users with feedback and help when needed. There have been instances where a negative public social media campaign has been launched by users/customers targeting specific companies or services. If this happens, it has to be addressed appropriately in order for it not go out of hand. If it does, it will leave with long lasting damages for the organisation and the city of Glasgow. Travellers might be discouraged to travel by public transport afterwards, and tourists might avoid vising Glasgow in the future, after hearing about bad experiences from others.

7

Strategic Options and Development Analysis (SODA)

In order to engage and involve stakeholders, in order to keep Glasgow moving and leaving a positive legacy in Glasgow with regards to modes of transportation, the problem structuring method SODA will be used.

SODA stands for Strategic Options and Development Analysis. The technique uses cognitive mapping as a problem-structuring tool and is used in order to develop a company or organisation’s strategic management decisions. SODA makes sense of a complex problem through the eyes of the stakeholders and brings understanding to complex situations. Using SODA the TST will involve and engage stakeholders as requested. The method assumes that each of TST’s stakeholders has their own objective view about the organization and it’s issues and challenges. SODA uses cognitive mapping, with the involvement of the various stakeholders of TST and the city of Glasgow. The cognitive mapping is similar to the mind mapping technique, as the thought of the individual stakeholder is captured.

The first stage of SODA is to interview the various stakeholders and create a cognitive map from the interviews. The key stakeholders identified by TST includes Glasgow city council, Transport Scotland, Strathclyde Partnership for Transport, Strathclyde Police, the Scottish Executive, major bus and train operators and British Airport Authority. These stakeholders would then be interviewed, and possible other stakeholders that would represent the general public and commuters.

The maps created from the interviewing process will then be merged together to a larger map. The various stakeholders will get together in a large workshop and the combined cognitive map will be discussed. It is possible to start off with a large workshop with everyone present, however the former method is the most used and tried out. It also has the advantage that all the views will be captured, as some stakeholders might be reluctant to share their actual views in the presence of others. Each of the points captured will be placed in a structure in order to connect and bring the points together. The advantage of SODA is that each stakeholder is heard and considered, no matter its positioning when it comes to general power and influence. All different views, aims, values and objectives will therefore be explored

Various analysis of the map created can be conducted. As a key to the analysis feedback loops should be identified, which can lead to a vicious circle or a virtuous circle. “It is usual for a SODA workshop to identify opportunities for further analysis, such as financial model building, simulation modelling, market research and statistical analysis” (Eden and Ackermann, 2001 in Williams, 2008).

In the context of TST the stakeholder involvement can then also help in order to identify areas, which could use further quantitative analysis that would benefit them in the long term. SODA is also useful in order to capture uncertainties for the future, which then TST can address in order to make sure Glasgow moves towards a positive legacy in terms of transportation after the Games are finished.

SODA Implementation issues

For this point is it crucial that the TST brings in an experienced facilitator in order for the mapping to go smoothly and to ensure that each of the stakeholder’s presents gets a saying.

The cognitive maps developed can easily become very large and complex. Although the mapping can be done manually, as for example the use of Post It notes or flip charts, it is advisable to use software. An example of such software is Decision Explorer, which is advisable for TST to use.

With Decision Explorer, or similar software the points collected can easily be moved around, connected to each other and handle large amount of views and points collected, without any getting lost, which can happen when collecting these manually. As an alternative/alteration post it notes and flip charts can be used during the initial interview stage if the stakeholders find this more liberating, and then Decision Explorer or similar software can be used when the various maps are combined.

The workshop has to take place at a suitable venue, and be held at a suitable time for all the stakeholders that should be present. It is therefore important that the workshop is planned long term in advance in order for the stakeholders to make sure they can attend. The venue should also be large enough in order to fit the stakeholders involved and booked in advance. As the City Council is one of the main stakeholders for this purpose the best option for TST would be to arrange the workshop at one of city councils meeting facilities.

In conclusion, SODA is a useful method in order to ensure that stakeholders are involved when planning for and implementing positive legacy for transportation in Glasgow after the Games end.

References

Strathclyde Partnership for Transport, 2014, Glasgow Local Development Plan: Transport/Land use forecast 2014-2024. Available at: www.glasgow.gov.uk/CHttpHandler.ashx?id=1846&p=0 (Accessed 15^th May, 2014).

Williams, 2008, “Management Science in Practice” John Wiley and Sons: Chicester

9 B4:

What factors should be considered in the design of the IT system that will help centrally monitor and control information and data from the range of traffic and transport systems during the Games? What else needs to be considered in the system design to ensure additional legacy benefit after the Games for transportation in Glasgow?

Integration

When designing an IT system that will centrally monitor and control information and data from the range of traffic and transport systems during the Games, integration of all the separate systems that were used prior to the new central IT system have to be taken into consideration.

What are the current systems that needs to be integrated? The integration process can be

complex and time consuming and it is important that this step is planned carefully. It is important that all the data needed for controlling and monitoring traffic and transport in Glasgow is

integrated into the new system. If not employees might find the new system unsuitable for their needs. Should the system be customised or should it be “off-the selves”? Or perhaps a

combination of customisation? The advantage of customisation of the IT system is that it can be customise to fit the work practices and needs for Glasgow very well, however this comes at a great costs, and updates will also be complicated and costly, as each update has to be

customised as well. An standardised IT system, have the advantages that it capture best practises from other traffic and transportation systems, however it is an complex process to adjust the work processes and employees to a standardised system if current practises differs a lot. There is also a chance that Glasgow has certain needs that will not be captured by a standardised IT system. However the costs of a standardised IT system are significantly lower than the ones of a customised one. In addition updates are done automatically which will reduce both time and costs of this. Staff has to be trained in order to use the new system, and if is often “soft issues”

rather than technical ones that can be an obstacle to the integration process.

Live data feeds for all the systems that should be monitored and controlled. Adequate data storage for historical data is needed. The historical data needs to be compressed somehow and define who has access to the feeds.

The system must be able to process large amounts of data and information, and present them to the operators in a way they can handle. This means that the operators should not only be

provided with a large flood of numbers. Analytics software has to be implemented into the design that can provide the operators with information they can handle, such as graphics. There are several software providers that have tools for this. The options have to be considered, and the one best suited for the needs should be chosen.

System reliability

The IT system should have sufficient redundancy if something goes wrong somewhere. It should be designed so it has backup date in such a scenario that can be accessed. There is also a need for maintenance and updates of the system, and it has to be decided how this should be solved. A backup system that can run along-side the IT system would be ideal, as no information would then be lost. Downtime should also be carefully planned, ideally during slower times, such as during the middle of the night where there are less travellers than during the day.

Security

The IT system will be a target for hackers from around the planed with malicious intent. Thus, the IT system needs to achieve a high level of security. Appropriate measures have to be taken in order to prevent cybercrime and prevent hackers to gain access and/or take control over the system. Weak points have to be identified and addressed. When designing the security for the IT system it is important to consider human factors. The most secure system in the world can be implemented, however if the staff are not trained in security issues, the system can still easily being broken into. For example, someone that pretend to be a high level IT manager can call the new IT graduate, claiming to need certain information for his job, when in reality it is a hacker with malicious intent. Staff therefore needs to be trained in order to keep the system as secure as possible. Crackers are continuously collaborating and developing their methods, and often try several similar systems at different locations at the same time. A forum should be created where people of the security departments of various transportation systems can discuss and provide each other with information about attacks and methods used as a mechanism to protect the IT system from cybercrime. This is successfully done in UK banks, and would deliver similar benefits to transportation IT systems.

In order to address the security issue further, roles should be given to employees, which will determine who can access the data. Each user of the system should only have enough access in order to do his or hers job. When a user logs in a menu should be provided that relates to the users’ needs. It should also be monitored who access what, in order to reveal if some users are accessing and using data they do not need for their job.

Data storage

There are several regulatory requirements in terms of data storage that have to be taken into consideration, the most important one is the Data Protection Act from 1998. The DPA relates to the storage of personal data and would in this case be related to information on travel passes, travel destinations and frequency of users of the transportation systems in Glasgow. The longer the system runs the more data will have to be stored as it gathers more data and information.

Appropriate procedures and policies should also be evaluated of how to store data. Issues of where to store data, how to store it and for how long data should be stored needs to be considered. With the increasing use of cloud technologies, it can be considered to use this in terms of data storage. This would simplify issues in regards to hardware capabilities, however when using cloud storage technologies means introducing another party to the IT system and it’s security levels which makes new issues arises, such as safety and security of data. The security of the data when stored using cloud technologies therefore has to be considered, and high levels of security with the new IT system will not be useful for its purpose if the cloud storage provider has a low level of security.

Legacy benefits

In order to ensure additional legacy benefits after the Games for transportation in Glasgow related to the new centrally monitored IT system some issues needs to be considered.

11 the Games and the monitoring project the various systems and data are integrated into a central

overview. When the Games are over, data from the central system can still be used, this is great in terms of transportation for Glasgow. In the US, intelligent transportation systems are used as a part of homeland security, and help mass evacuation of people in urban centres in the result of a large natural disaster or other threats. This is an example that the new IT system can be used to more than only traffic monitoring and control, and how it can benefit Glasgow additionally.

Introducing and implementing a central IT system come with a great costs, where large amounts of the costs would be sunk. It would be unfortunate if such a system did not continue to be used after the Games. Without the Games such a system might have not been introduced in the first place. In order to the system to be used afterwards in terms of providing data about

transportation systems in Glasgow several issues has to be considered.

When planning and implementing the IT system before the games, it has to be considered that this will be a system that will not only monitor and control information and data from traffic and transport systems around the city during the Games, but also after. The planning should

therefore be made long-term, not only short-terms related to the games. As well as considering integration with current system, new systems should also have the ability to be integrated into the IT system. It is likely that new systems will be introduced in the future, and these should as well be integrated and not only work alongside the central IT system. It is hard to predict what the future will bring and what needs that has to be covered and impact new technologies will have. As an example variable speed limits on roads in Scotland might be introduced that would be adjusted according to weather conditions, accidents, road work etc. This technology would therefore have the possibility of being implemented into the centralised IT system. The IT system therefore will have to have the possibility to be updated to fit the needs for the future. The introduction of an IT system is not a one of project, it is an continuous project, which means the system has to be updated on a continuous basis. This should also be considered in terms of costs planning for the new IT system.

The IT system needs to be adaptable for changes in the transportation infrastructure in Glasgow.

The subway might expand; new train lines and bus routes might be added. New players might enter, such as a new train or bus company. These new additions have to be integrated in the system.

Project Proposal

Scenario Planning and Balanced Scorecard Development for the Transport Strategy Team

Prepared for: Transport Strategy Team (TST) Prepared by: ABC Consulting

Date: 16

^th

May 2014

Dear reader,

We are proposing the development of scenario planning in order to capture the possible effect of the Games on the daily routine transportation. We believe that such a tool will be very valuable for the TST. In order to assure that the positive legacy the Games will leave Glasgow in terms of transportation, a balanced scorecard is developed in order to support this. This will provide the TST with a valuable performance management tool that can be used long after the Games have ended.

We look forward to discussing the proposal,

The team

13

Introduction

ABC Consulting proposes a two phase project in respect to the requested issues presented to us.

Identification of needs TST’s requirements

ABC Consulting understands the requirements for the Transport Strategy Team (TST) to be:

• Deliverable results from a comprehensive study of the possible effect of the Games on the daily routine transportation in Glasgow and make sure the disruptions to the residents are held at a minimum.

• Delivering policies and methods that can be used to improve the transportation system in Glasgow and its suburbs.

Needs identification

In order to address the requirements by TST, we provide you with the following solutions:

• A scenario planning analysis will be developed to explore different scenarios that can happen in terms of the effect of the Games on the daily routine transportation in Glasgow.

• Developing a balanced scorecard will allow TST to view performance of the transportation system in several areas simultaneously.

Project scope

The project will consist of two phases, which will both require two junior consultants and one senior consultant.

Proposed services Objectives

The scenario planning will develop various scenarios that are likely to happen during the Games that will affect the daily transportation routine in the city. The various scenarios developed will help TST to prepare for what can happen and by this plan for suitable actions in order to minimise the disruptions caused. The balanced scorecard will provide the TST with a tool for measuring performance and thus continuously monitor, control and improve the transportation system in the future.

Services

Phase 1: ABC Consulting proposes to develop scenario planning for the TST. Multiple scenarios address clearly a range of plausible futures. Both key certainties and key uncertainties are used to create a variety of information rich and vividly described scenarios. A range of external and internal factors are likely to influence the TST’s operations during the games. Using scenario planning the TST can create various alternatives of how the transportation during the games might evolve, and

various strategies of how to deal with the identified scenarios. The phase 1 of the project will be intensive in order to meet the TST’s requirements of project deliverables within one month. The finalised report will be delivered 6^th June.

Phase 2: It is proposed that ABC Consulting will deliver a balanced scorecard for TST in order to implement a performance measurement system that can be used for transp0rtation after the Games has finished. The balanced scorecard will help TST improve their performance and the performance of transportation in Glasgow. We are aware that the TST will be very busy during the common wealth games, and it is possible to adjust the dates proposed in this proposal in order to fit the needs of TST. The finalised report and developed scorecard will be delivered 2^nd October.

However, ABC Consulting as aware that TST are busy, and dates can be changes in order to fit TST’s schedule.

Deliverables

ABC Consultancy will deliver:

• Scenarios that might occur during the Games and a detailed presentation and two report describing the underlying processes and results.

• A balanced scorecard for TST. The will be delivered in the form of a presentation. The balanced scorecard will also come with a detailed report of how it was developed as well as recommended future use.

Project Team

Our consultants come from varied academic and professional backgrounds and all have a

master’s qualification in business analysis and consulting. In order to deliver the best

results to our clients we make sure to match the various tasks within our projects to the right person with the right knowledge and experience. The team we have put together to provide TST with a solution in order to address the stated requirements consists of four consultants with experience in workshop organisation, internal communication improvement and strategy consultancy.

Why chose ABC Consulting

• All the consultants have experience in scenario planning development and the benefits it can bring to an organisation.

• All the consultants involved have experience from balanced scorecard development, for both private and public sector companies.

• ABC Consulting uses advanced software to capture workshops in an efficient manner.

• The consultants are based in Glasgow, which not only will minimise travel expenses, but also make us able to respond quickly to TST’ specific requests.

• ABC consulting’s solution will be customised to the needs of TST. TST will be involved during all stages throughout the project, and all concerns will be considered.

• We are interested in a long term working relationship with TST. For this purpose we are highly motivated to spend time on getting to know your partnership.

15

Benefits of our proposed plan

ABC Consulting will assist in working towards:

• Demonstrate the value of scenario planning as a strategic planning tool.

• Keep disruptions to residents of Glasgow as low as possible.

• Assist TST in developing appropriate and efficient counter actions towards unpredicted events in regards to transportation during the games and the disruption to residents.

• Demonstrate the value of a Balanced Scorecard. TST can track financial results simultaneously as monitoring progress in building the capabilities and acquiring the intangible assets they would need for future improvement.

• Improving the operations and strategy in order to improve Glasgow’s’ transportation systems in the future.

Implementation plan

Implementation Schedule

Phase 1: Scenario Planning

Stage 1:

Workshop 1: This workshop will address the first two stages in the scenario planning. External forces are identified creating a PESTEL analysis. Thereafter driving forces are determined. All the various driving forces that are identified will be collected. The workshop facilitators will cluster the driving forces and the relationship between them will be identified. Each cluster is named appropriately in order for a small number of high-level factors can be identified.

Stage 2:

Workshop 2: This workshop will cover the next three stages. The named clusters created in the previous workshop will now be placed on an impact/predictability matrix. Relative to the degree of predictability it should then be evaluated of what the impact of the cluster might be. The two factors with the greatest uncertainty and the greatest impact are then selected.

These factors will found the basis of the following structure of the scenarios. For each of the main factors selected in the previous stage, two plausible outcomes should be developed. The outcomes of each factor are dependent from the other factors selected. A matrix with the factors combined is developed. A stakeholder analysis is conducted in order to identify the stakeholders and players in each scenario and the various scenarios will be developed.

Stage 3:

Workshop 3: An in-depth report and presentation is delivery by ABC Consulting. TST’s current strategic planning will then be evaluated against the various scenarios, as well as strategic options.

Stage 4:

Delivery of final report: A final, comprehensive report will be provided to all the participants.

Phase 2: Balanced Scorecard Development

Stage 1

Initial meeting with TST: The project manager from ABC Consulting will meet the TST to present and discussed the next phase of the project into detail.

Stage 2

Stakeholder identification: Two consultants will meet with a team from TST, where the team from TST will consist of TST employees and employees in partner organisations to ensure the various stakeholders are identified.

Stage 3

Stakeholder analysis: Two consultants will analyse the various stakeholders identified in the previous session together with the TST team. The analysis will consist of how the stakeholders identified are likely to move and collide which will affect TST in the future after the

commonwealth games are over.

Stage 4

Strategy map development: A strategy map will be developed, which will look at TST from four perspectives: financial, customer, internal and learning and growth and how these are

interrelated with each other.

Stage 5:

Identification of KPI (Key Performance Indicators) measures to support the strategy map: ABC Consulting will suggest various KPI measures TST can undertake in order to enhance the performance. TST will be involved in order to develop measures suitable for their needs.

Stage 6

Development of Scorecard: ABC Consulting will develop a balanced scorecard from the stages undertaken previously. This will be done at ABC Consulting’s office, and no involvement is required from TST.

Stage 7

Handover of the balanced scorecard and employee training: The balanced scorecard will be presented to the TST. Those in TST that will be in charge of using this will be trained in how to use it.

17

Gantt chart

Phase 1: Scenario Planning

Phase 2: Balanced Scorecard Development

TST Project Duration

Time of completion M T W T F M T W T F M T W T F Scenario Planning

Development

Project Briefing 1 day Workshop 1

preperation 1 day Workshop 1 1 day Workshop 2 1 day Workshop 3

preperation 1 day Workshop 3 1 day Development of

final report 2 days

Total 8 days

May-19 May-26 Jun-02

TST Project Duration

Time of completion M T W T F M T W T F M T W T F M T W T F M T W T F M T W T F M T W T F M T W T F Balanced Scorecard

Development

Project Briefing 1 day

Stage 1 1 day

Stage 2 2 days

Stage 3 2 days

Stage 4 2 days

Stage 5 2 days

Stage 6 1 day

Stage 7 2 days

Total 11 days

Aug-11 Aug-18 Aug-25 Sep-01 Sep-08 Sep-15 Sep-22 Sep-29

Info on proposed project

The following metrics is what the success of the project proposed will be measured against:

• The scenario planning report and the balanced scorecard will be delivered within the time-scale agreed in the project contract that will be signed by both parts.

• Client satisfaction of ABC consulting, the scenario planning and balanced scorecard developed

Costs

Phase 1: Scenario Planning

Phase 2: Balanced Scorecard Development

Task Senior Junior Total Days

Project brefing and introduction 1 1

Workshop 1 preperation 1 1

Workshop 1 1 1

Workshop 2 1 1

Workshop 3 preperation 1 1 1

Workshop 3 1 1 1

Development of final report 1 2 2

Total Days 5 7 8

Cost Per day £ 750.00 £ 450.00

Total Cost £3,000 £3,600 £6,600

Task Senior Junior Total Days

Project brefing and introduction 1 1

Stakeholder Identification 2 1

Stakeholder Analysis 2 2

Strategy Map Development 1 1 2

Identification of KPIs 2 2

Development of Scorecard 2 1

Handover and training 1 1 2

Total Days 5 10 11

Cost Per day £ 750.00 £ 450.00

Total Cost £3,750 £7,200 £10,950

1

Combined Cost for both projects

Additional Payment Information

ABC Consulting is VAT registered and would charge 20% VAT on top of the proposed costs. The fees for completing the projects are highlighted in the green box in the cost tables above. As TST is Glasgow based ABC consulting will not charge for travel expenses within Glasgow. However if travelling would be needed, travelling costs would be added in addition to the costs above. If this is the case the travelling costs would be capped at £1000.

Payment terms

An initial deposit of 20% of the total project cost (including VAT) is required before the start of each project. TST can take on the Phase 1 of the project proposed, and then decide later if the Phase 2 should be undertaken as well. If this is the case the deposit will initially be for Phase 1 only, and then the deposit for Phase 2 will be required before the beginning of this project. The deposits have to be made in order to satisfy the project’s running costs. Payment should be received by ABC consulting within 28 days of receipt for the final project deliverables.

Guarantees

We guarantee that the part one of the project will be finalised with the deliverables proposed in this document by 6^th June 2014, which is within the one month time frame you have required. The part two of the proposed project will be delivered by the 2^nd October 2014. This is subject to later change by a mutual agreement.

Conclusion

ABC Consulting hopes TST sees the value added by the project proposed and the deliverables it outlines in the proposal and the deliverables the proposed project will provide TST with. We look forward to a continuous working relationship with TST, and please contact the project leader if you would like to discuss the proposal further.

Project Senior Junior Total Days

Phase 1: Scenario Planning 1 2 1

Phase 2: Balanced Scorecard Development 1 2 2

Total Days 10 17 19

Cost Per day £ 750.00 £ 450.00

Total Cost £6,750 £10,800 £17,550