Formerly known as the Association of the Train Operating Companies (ATOC), the Rail Delivery Group (RDG) brings together passenger and freight operators the United Kingdom, Network Rail and High Speed 2 to build a better railway, connecting the country and delivering more reliable services for customers.
LENNON Replacement
As part of the Rail Settlement Plan (RSP) modernisation programme, the LENNON replacement project, aims at providing a new, flexible solution for apportionment and settlement of revenue generated by sales of train tickets of the 20+ train operating companies (TOCs) in the whole United Kingdom.
The Project consists of numerous workstreams: (1) Reference Data and NFRs, (2) Data Capture, ALTS, Management Information and Reporting, (3) Apportionment & ORCATS replacement, (4) Interfaces & ORCATS (As-Is), (5) Finance, Treasury & Accounting.
Drivers to change
The LENNON and ORCATS services are costly to operate and difficult to change; also, LENNON does not support non-SDCI+ ticketing, rely heavily on manual process and on expert resource both within Atos and the TOCs.
Settlement is fit for purpose, but constrained by LENNON and includes numerous manual services
PAYG & CPAY is fit for purpose but there is the opportunity to combine with the LENNON replacement
Intended benefits
The key benefits of replacing LENNON are to provide a flexible and scalable solution, easier and cheaper to maintain via the user of modern technology and open-source software, by 31st March 2018, as well as to remove reliance on manual services and “managed services”.
TESTIMONIALS
Chief Executive Officer (Capital Economics)
The project Eugi led was challenging, made all the more so by the Capital Economics’ inexperience and sometimes reticence to digitise our services. He coped with this as calmly as he could have and soldiered on, delivering the lion share of what ended up being a valuable new platform.
Director, Digital Development (PEI Media)
Eugi was instrumental in helping our team at PEI Media understand and implement new agile ways of working and related governance/processes. He’s also programme managed a complicated multi-track tech development roadmap.
Chief Technology Officer (The Economist)
Eugi held a key role in understanding the complex processes and ways of working that had developed in the Economist over the course of multiple years. I found Eugi to be proactive, result oriented, responsible and technically sound and he is always ready to put all his energy and time to get the job done. He has exceptional troubleshooting, coordination and analytical skills.
Business Change Director (The Economist)
Eugi’s attitude and ability led to him becoming more involved in delivery of the requirements he had helped shape and get approved. His understanding, interest and enthusiasm for working agile helped shape the cross-functional team he managed, gaining the trust and respect of everyone he worked with.