Suresh is a Chartered Project Professional and is the Head of Project and Programme Management within the High Speed 2 Project PMO. He is a Director at Turner and Townsend with international experience gained as a senior Project Management and Project Controls professional. He has worked on major public and private sector programmes across the technology, infrastructure and consultancy sectors. A former Finance Director in the Telecoms Industry, he moved on to support major change programmes for clients including the MoD, Home Office, Cabinet Office, GSK, BAA, HAL Ltd, TFL and EDF Energy.

1. HS2 Project Management - Competency,
Diversity and Innovating change

2. Britain’s new high speed railway

3. HS2: the backbone
of Britain’s rail
network

4. London
HS2 vision:
To be a
catalyst for
growth
across Britain

5. 4,8608,62031,200
1,7203,49012,100
More than double the seats
Evening rush hour total
seated capacity
London Euston Manchester Piccadilly
(Crewe/Stoke Corridor)
Leeds
(Doncaster Corridor)
2033
with HS2
2017
current

6. HS2: fast, frequent and reliable HS2 time
Current fastest regular service
LONDON selected regular services
Manchester
Liverpool
Leeds
1h 7 mins 2h 7 mins
2h 14 mins
2h 11 mins
1h 34 mins
1h 21 mins
to/from
BIRMINGHAM selected regular services
Manchester
Preston
York
1h 52 mins
1h 36 mins
1h 28 mins
50 mins
40 mins
57 mins
to/from

7. HS2 will
serve over
25 stations
and half the
British
population
Birmingham Crewe Leeds Liverpool
Manchester West London
London
Solihull Newcastle Carlisle
GlasgowEdinburghDarlington
Wigan
StaffordPreston
Toton SheffieldYorkDurham

8. HS2 opens up new economic opportunities:
Trade and competition
New exportsNew investment
Retaining skilled graduates
New employment
Local and regional markets

9. 100,000s of potential new jobs
Darlington: 3,000
Old Oak Common: 65,000 Interchange: 16,000
Euston: 14,000
East Midlands: 74,000
Leeds: 35,000 Manchester Piccadilly: 40,000
Curzon Street: 35,000

10. HS2 project timeline
201
7
Phase 2a
Hybrid Bill
deposited
200
9
HS2 Ltd
set up
201
2
Government
confirms
HS2 strategy
201
6
Full HS2
route
confirmed
201
7
Royal Assent
for Phase One
203
3
Full
network
operational
201
9
Royal Assent
for Phase 2a
expected
202
3
Royal Assent
for Phase 2b
expected
202
6
Phase One
opens
202
7
Phase 2a
opens to
Crewe

11. “It is essential that
our country
continues to invest
in infrastructure
projects like HS2”
“HS2’s arrival is a
catalyst for
regeneration. It has
the potential to add
£1.4 billion to the
local economy”
“HS2 offers
transformational
opportunities for the
local, regional and
national economy”
Theresa May,
UK Prime Minister
HS2: Getting the best out of Britain
Andy Street,
Mayor of the West Midlands
Combined Authority
Judith Blake,
Leader of Leeds City Council

12. HS2 Project Management - Competency,
Diversity and Innovating change
Our Vision:
“Ensure we have the skills to deliver the HS2 Programme and leave a skills legacy for the transport
infrastructure sector and the wider UK economy”
What's our strategy and plan for achieving the vision:
1. Creating and deploying a framework and environment where we promote and develop smart,
adaptable project professionals from a diverse range of backgrounds.
2. Work closely with the APM as a corporate partner and with other professional bodies to exchange
knowledge, learn and support the development of project management standards within the
organisation and across the UK.

13. What are the Benefits?
• Asserts the need of the individual to think about professional and career development and how
they invest their time
• Adds value to your project, your team and your organisation by supporting the development of
those around you
• Our development pathways are linked to a professional standard – APM CHPP and competencies
• Support the development of the industry – encouraging individuals to be assertive within the
profession and promote collaboration.
• Ensures we have the right skills at the right time, developing a diverse, efficient, resilient and
adaptable project team

14. Project Behavioural Aspirations
• We invest our time wisely based on our project and our development requirements
• We have good project management practices and focus
on doing the things that yield the best outcomes
• We are successful project professional that deliver efficiently
and have transferrable skills

15. Project Reality?
Too many tasks?
No clear
Development
plans?
Caught up in the
project delivery and
reporting cycle?
Everything is a crisis? Too many standard
and ad hoc
deliverables?

16. Changing Behaviours: Example
Work Hard: Doing everything that is tasked:

17. Changing Behaviours: Example…
Work Smart:
• Focussed on objectives and personal development plans
• Aligned to organisational and personal goals and objectives
• Assess your daily tasks and deliverables assigned to you
• Actively filter these tasks against your future competency requirements:
• Tasks that progress you in alignment with your development plan – Progressive
• Tasks that are within your current competencies – Static
• Tasks aligned to previously achieved competencies - Regressive
Ensure that the needs of the project and organisation are met by working smartly, delegate,
manage and assure outputs intelligently, delegate to colleagues and resources so there are
progressive development opportunities for all

18. Project Manage your career and your
development?
• Where am I planning to take my career, what do I need to do to get there, am I progressing to
plan?
• What corrective actions and re-evaluation is required?
The HS2 PM competency and development framework promotes an environment and a set of
behaviours that encourages the development of smart and efficient professionals, developing talent
aligned to enterprise resourcing requirements, and supports the transition into industry in the future
Helps you be more efficient at work, better invest your time to support development
“Work smart not just hard, be efficient. Promote efficiency within your team and your colleagues
around you”

19. HS2 PM Competency Framework
Current Role Description >>> Risk Analyst
Development Plan 1 >>>
Development Plan 2 >>>
Development Plan 3 >>>
Competency Baseline Resource Baseline
Risk Analyst 0 0 0
Risk, opportunity and issue management 3 0 0 0 1
Consolidated planning 1 0 0 0 1
Governance arrangements 2 0 0 0 0
Stakeholder and communications management 2 0 0 0 0
Reviews 1 0 0 0 1
Change control 2 0 0 0 0
Financial management, budgeting and cost control 2 0 0 0 2
Asset allocation 1 0 0 0 0
Transition management 1 0 0 0 0
Business case & benefits management 1 0 0 0 0
Sponsorship 0 0 0 0 0
Frameworks and methodologies 1 0 0 0 1
Project contract management & procurement 0 0 0 0 1
Schedule management 1 0 0 0 1
Reporting & Earned value management 1 0 0 0 0
Resource management/ Resource capacity planning 1 0 0 0 3
Quality management 0 0 0 0 0
Complexity & Interface management 1 0 0 0 0
0
0.5
1
1.5
2
2.5
3
3.5
Risk, opportunity
and issue
management
Consolidated
planning
Governance
arrangements
Stakeholder and
communications
management
Reviews Change control Financial
management,
budgeting and
cost control
Asset allocation Transition
management
Business case &
benefits
management
Sponsorship Frameworks and
methodologies
Project contract
management &
procurement
Schedule
management
Reporting &
Earned value
management
Resource
management/
Resource capacity
planning
Quality
management
Complexity &
Interface
management
Recruitment/learning and
development objectives set to
ensure competencies and
behaviours are aligned to
requirements
Learning and development pathways:
On the Job training, mentoring and development from technical SME’s, internal OL&D tools,
secondments and placements within the organisation, Professional memberships and special
interest groups, external training and accreditation where it benefits the business.

20. HS2 PM Competency Framework…
Current Role Description >>> Risk Analyst
Development Plan 1 >>>
Development Plan 2 >>>
Development Plan 3 >>> Programme Manager
Competency Baseline Resource Baseline
Risk Analyst 0 0 Programme Manager
Risk, opportunity and issue management 3 0 0 3 1
Consolidated planning 1 0 0 2 1
Governance arrangements 2 0 0 3 0
Stakeholder and communications management 2 0 0 2 0
Reviews 1 0 0 3 1
Change control 2 0 0 3 0
Financial management, budgeting and cost control 2 0 0 3 2
Asset allocation 1 0 0 2 0
Transition management 1 0 0 3 0
Business case & benefits management 1 0 0 2 0
Sponsorship 0 0 0 2 0
Frameworks and methodologies 1 0 0 3 1
Project contract management & procurement 0 0 0 2 1
Schedule management 1 0 0 3 1
Reporting & Earned value management 1 0 0 3 0
Resource management/ Resource capacity planning 1 0 0 3 3
Quality management 0 0 0 2 0
Complexity & Interface management 1 0 0 3 0
0
0.5
1
1.5
2
2.5
3
3.5
Risk, opportunity
and issue
management
Consolidated
planning
Governance
arrangements
Stakeholder and
communications
management
Reviews Change control Financial
management,
budgeting and
cost control
Asset allocation Transition
management
Business case &
benefits
management
Sponsorship Frameworks and
methodologies
Project contract
management &
procurement
Schedule
management
Reporting &
Earned value
management
Resource
management/
Resource capacity
planning
Quality
management
Complexity &
Interface
management
Individuals career objectives
aligned with the competencies
against enterprise resource
pipeline (corporate and
industry wide)
Plan development pathways and timeline
based on actual recruitment opportunities
internal and external, including any
sabbaticals and career breaks.

21. HS2 PM Competency Framework …
Current Role Description >>> Risk Analyst
Development Plan 1 >>> Change Analyst
Development Plan 2 >>> Project Controller
Development Plan 3 >>> Programme Manager
Competency Baseline Resource Baseline
Risk Analyst Change AnalystProject Controller Programme Manager
Risk, opportunity and issue management 3 2 3 3 1
Consolidated planning 1 2 3 2 1
Governance arrangements 2 2 3 3 0
Stakeholder and communications management 2 2 3 2 0
Reviews 1 2 3 3 1
Change control 2 3 3 3 0
Financial management, budgeting and cost control 2 2 3 3 2
Asset allocation 1 1 2 2 0
Transition management 1 1 2 3 0
Business case & benefits management 1 1 2 2 0
Sponsorship 0 1 2 2 0
Frameworks and methodologies 1 2 2 3 1
Project contract management & procurement 0 0 2 2 1
Schedule management 1 1 3 3 1
Reporting & Earned value management 1 1 3 3 0
Resource management/ Resource capacity planning 1 1 3 3 3
Quality management 0 0 2 2 0
Complexity & Interface management 1 1 2 3 0
0
0.5
1
1.5
2
2.5
3
3.5
Risk, opportunity
and issue
management
Consolidated
planning
Governance
arrangements
Stakeholder and
communications
management
Reviews Change control Financial
management,
budgeting and
cost control
Asset allocation Transition
management
Business case &
benefits
management
Sponsorship Frameworks and
methodologies
Project contract
management &
procurement
Schedule
management
Reporting &
Earned value
management
Resource
management/
Resource capacity
planning
Quality
management
Complexity &
Interface
management
Career development pathways set into personal objectives
against resourcing pipeline.
Competency development and CPD recorded on a
quarterly basis and reviewed with line manager
Collate and evidence your development and experience, sign off
by line management at a corporate APM partner.
Use your evidence portfolio at APM assessments ( e.g. CHPP
route 3) and at interviews

22. Competency aligned to the APM Chartered
Standard
HS2 PPM Competency Framework & Evidence Log
A. Project Details
Project No Project Name Does the Project meet the APM Complexity Criteria (see comment)
Project 1 Example Project HS2 Y
Project 2 P2
Project 3 Insert Project Name
Project 4 Insert Project Name
B. Competency Assessment
Index
Application
Numbering
You need to demonstrate a minimum of four elements of each of the following assessments:
PPM CF
Complete
Project Ref Duration of Experience
Value of scope
package
Relevant
memberships or
qualifications
Competency
Score
Line Manager
Assessment
Line Manager Name
APM
Corporate/Individual
Membership No
Chartered Bodies, SIG's,
CoP's
(Special Interest Group,
Community of Practice
member)
Sign off
date
Table Index
no, do not
amend
App No, please
do not amend
Competency Heading and competency evidence requirement, select and fill a minimum of four elements under each competency, do not amend this column
Indicator
denoting if
competency
has been
suffiently
demonstrated,
represented by
a tick symbol, ,
do not amend
Select the Project from
the dropdown, that your
evidence will be
demonstrated and
verified against
Please insert the duration of the
experience described
Please insert values of the scope
evidence is described against
please prvide details of any
memberships or professional
qualifications that support your
competence area
Select your
competency scoring
aligned to the scoring
criteria as outlined in
competency criteria
tab
Line M anagers
assessment to be
agreed through review
Line M anager aproval
Project APM corp membership
number or Line M anager M ember no
List chartered bodies, special interest
groups or communities of practice
you are a member of
Inser Date of
review and sign
off by line
manager
1
2 1a 1a Budgeting and cost control O 0 0
3 1.1 establish estimates for different costs associated with a project
4 1.2 establish and agree an overall budget for a project;
5 1.3 apply metrics to establish cost trends within a project;
6 1.4 update and refine budget allocations based on a cost analysis through the change control process;
7 1.5
set up funding drawdown arrangements based on an appropriately and accurately informed cash flow
forecast;
8 1.6 produce financial reports for stakeholders basedon effective financial performance monitoring;
9 1.7
ensure the completion of all financial transactions before the closure of a project and produce final
financial reports on the financial performance of a project for distribution to all stakeholders.
10
11 1b 1b Financial management O 0 0
12 1.1
adopt a consistent approach to the investment appraisal of a programme or portfolio in line with
organisational practice;
13 1.2 across the programme or portfolio;
14 1.3 establish control limits for the reporting and approval of budget variances;
15 1.4 establish arrangements for the release of funds at appropriate stages in a programme or portfolio;
16 1.5
determine capital and revenue expenditure for a programme or portfolio ensuring alignment with the
organisation’s financial plan;
17 1.6 establish financial reporting milestones and reviews for a programme or portfolio;
18 1.7 produce financial progress reports based on the financial information related to a programme or portfolio;
19 1.8 adjust a financial plan based on the progress of a change initiative and associated financial reviews.
20
21 2 2 Change control O 0 0
22 2.1 establish, implement and maintain an appropriate change control process;
23 2.2 capture and record proposed changes to the agreed scope and objectives of the project;
24 2.3
determine the high-level impact of proposed changes to the scope and objectives of a project including
reference to relevant sources;
25 2.4 use a trend analysis to improve the future performance of projects;
26 2.5 reach justified recommendations on the approval, rejection or deferral of proposed changes to a project;
27 2.6
update plans and schedules to reflect approved changes to a project ensuring configuration management
is used;
28 2.7 communicate implemented changes to relevant stakeholders.
29
30 3 3 Conflict management O 0 1
“Our aspiration is that everyone within the Project and Programme Management job family at
HS2 will be embarking on and be supported through their development journey in line with
the APM Chartership standard whilst at HS2”

23. Professional Excellence and Innovation
through Collaboration
Specific Interest groups (SIG’s)
Communities of Practice
The HS2 PMO is driving excellence and innovation throughout the PMO and PM communities
through its corporate partnerships, communities of practice and collaboration with corporate
partner networks.
Developing an organisational culture where professional development is linked to collaboration,
exchange and innovation.
Promoting and supporting the development of knowledge hubs and digital content.
Working actively to support diversity and inclusiveness across all communities

24. HS2 Project & Programme Management
Mission
• Develop the Project Management Capability within HS2 aligned to the CHPP Chartered Standard
• Work with the APM and other professional bodies to support best practice within the organisation
and develop best practice within the industry
• Work with corporate partners within the project management industry to share, collaborate and
innovate
• Create the best opportunities for career development and satisfaction by creating a more strategic
and enterprise view of recruitment and development
• Align development to the individual needs of our project, programme and portfolio managers
“Ensure we have the skills to deliver the HS2 Programme and leave a skills legacy for the
transport infrastructure sector and the wider UK economy”

25. Summary of Key Points
Be a smart and adaptable project professional:
• Work Smart
• Think about your development plan
• Support development opportunities of others within your teams and organisation and support
diversity
• Think about how you add and demonstrate value to your organisation outside of your day to day
role
• Think about the differentiators, do things that make you stand out outside of work and give you
professional presence.
• Be a member of the APM, other professional body or community groups that align to your
development plans
• Be an assertive not a passive member of the professional body and community groups you are in
Together we represent the “Power of the Profession”

26. Copyright notice
The copyright for this presentation remains with HS2 Ltd.
It cannot be reproduced as a whole or in part without written
permission from HS2 Ltd.
If required, please contact our Corporate Communications
Team on 0207 944 6950.