News
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How are we going to fill the gaps identified by the Digital Benchmarking Survey? Listen here
Listen to the launch of the Digital Benchmarking Survey 2021, powered by the Smart Infrastructure Index, to hear how some of the Infrastructure Client Group (ICG) Digital Transformation Task Group and Project 13 Adopters are improving their digital maturity. As well as the cross-cutting themes from the results, the launch event included case studies and reflections from Anglian Water, Environment Agency, UK Power Networks, the Climate Resilience Demonstrator (CReDo) cross sector digital twin project and Infrastructure & Projects Authority's Transforming Infrastructure Performance: Roadmap to 2030 (TIP). Gaps and how to fill them Melissa Zanocco, Co-Chair Project 13 Adopter Community and Digital Twin Hub Community Council, Andy Moulds and Anna Bowskill, Mott MacDonald, highlighted the key findings of the report and demonstrated how the quantitative data backs up the qualitative data, providing evidence to help with making stronger business cases to Boards. The report has highlighted two gaps and possible solutions for filling them. They are: The gap between the amount of data that we now have at our disposal but the fact that it is not reaching the decision makers in a timely fashion so that they can make better decisions. The data points to silos within organisations and poorly organised information as being possible causes of this. The DTTG will therefore be focusing on Common Data Environments and Digital Operating Models to ensure the right data gets to the right people at the right time in order for them to make better decisions leading to better outcomes. The gap between the senior leadership understanding that there needs to be investment and then actually unlocking that investment. The articulation and quantification of benefits is something that the DTTG members are still struggling with and so it a key area that we will be focusing on as it helps to persuade the Board and unlock that investment. Cross-cutting themes There were five cross cutting themes that reflect the gaps but also where good progress is being made: More data not yet translating to better decision-making: While the data available to organisations has increased significantly, 86% think poorly organised information still inhibits full value realisation. A need to focus on digital skills: A better understanding of the digital skills gap is required to ensure current and future capability needs are met to enable successful enterprise-wide implementation of strategies. Currently 54% of organisations simply don’t understand their skills gap. Acknowledging the need for investment: This is now widely recognised with 87% of digital transformation strategies now sponsored by executives. Showcasing visible benefits is a key next step with 70% struggling to demonstrate the value required to unlock this investment. Organisations becoming more resilient: Responses to internal and external hazards – a key priority for the DTTG for 2021 – has significantly improved, with 85% having evaluated the ability of critical assets to operate under adverse conditions and developed contingency plans. Closer alignment to customer outcomes: A customer-centric approach has driven greater alignment of business objectives with customers. 93% now state they have a clear line of sight between business objectives and customer outcomes in their strategy. Outcomes are a focus of the Construction Playbook, Our Vision for the Built Environment and TIP and so this is welcome evidence that the principles are being put into practice. Best practice in action Mark Enzer, Chair ICG’s Digital Transformation Task Group and Project 13 Digital Transformation Pillar, then led a lively discussion with the panel (pictured), as well as answering questions from the audience. Matt Edwards offered reflections on Anglian Water’s digital twin journey Matt Webb explained the work of UK Power Networks on their digital operating model Sarah Hayes shared learning from the CReDo digital twin project Karen Alford updated on the digital skills work of the Environment Agency Will Varah rounded off by giving insights on the importance of digital and data to Transforming Infrastructure Performance: Roadmap to 2030. You can read the report here (you will need to be registered on the Project 13 Network to access it) You can listen to the launch event below. The slides below accompany the update from Andy Moulds and Anna Bowskill, Mott MacDonald, at 12:40 in the recording 1921631057_ICGwebinarpodcast.mp3 ICG Project 13 Digital Benchmarking Report Presentation Slides 15.06.22.pdf
0 replies · Posted by Melissa Zanocco,
- digital transformation
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Digital Benchmarking Report 2021 On-line Launch Event 15 June 9:00 BST
You can read the report now by clicking this link (you need to be registered on the Project 13 Network to access the report). The Project 13 Network invites you to join the Project 13 Digital Transformation Pillar to celebrate the on-line launch of the Digital Benchmarking Report 2021 on 15 June 2022 at 9:00 BST by REGISTERING HERE. The Report, powered by the Smart Infrastructure Index, surveys members of the Infrastructure Client Group Digital Transformation Task Group, including Project 13 Adopters: Anglian Water, East West Rail, Environment Agency, Heathrow, Network Rail and Sellafield After Mark Enzer, Chair Project 13 Digital Transformation Pillar, introduces the report, Andy Moulds and Anna Bowskill, Mott MacDonald, will uncover the results of the latest research into the state of the nation for digital adoption and maturity. This will be followed by a panel of industry thoughts leaders and practitioners sharing their views and best practice case studies including: Karen Alford, Environment Agency – digital skills Matt Edwards, Anglian Water – digital twins Sarah Hayes, CReDo – Climate Resilience Demonstrator digital twin Neil Picthall, Sellafield – common data environments Matt Webb, UK Power Networks – digital operating models Will Varah, Infrastructure & Projects Authority – Transforming Infrastructure Performance: Roadmap to 2030 REGISTER to find out how much progress has been made at a time when digital transformation is a critical enabler for solving the global, systemic challenges facing the planet. The report will be available on the Project 13 Network immediately after the event in the Library and the recording will also be uploaded as soon as possible (you need to have registered on the Project 13 Network to be able to access this). Please note: We plan to make a recording of the event available. Please note that third parties, including other delegates may also take pictures or record videos and audio and process the same in a variety of ways, including by posting content across the web and social media platforms.
1 reply · Posted by Melissa Zanocco,
- digital transformation
- capable owner
- governance
- integration
- organisation
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What does it mean to be a Capable Owner? - Watch here!
Project 13 has launched a series of events around each of its five pillars: capable ownership, organisation, governance, integration, and digital transformation. The first event: ‘What does it mean to be a capable owner?’ saw industry adopters discuss their experiences and some of the challenges they encountered when implementing the six capable owner principles. From articulating the voice of the customer, and of operations; to being value-driven in mindset, relating to the supply chain, creating complex systems, and finally, recruiting, building, and retaining talent. Each facet is integral to maximise the opportunities of infrastructure projects to effectively deliver better outcomes. On behalf of the Project 13 development group, Lucy Howard welcomed Andrew Page, Head of Commercial Services at Anglian Water, and co-chair of the Project 13 Capable Owner Group; Richard Lennard, Head of Clients, Programme and Project Partners (PPP) at Sellafield; and Paul Sexton, General Manager of Alliance Management at Scottish Water. A capable owner “develops sustainable enterprises built on long term business to business relationships.” This sentiment was echoed across each of the leaders’ presentations. After 17 years at Anglian Water, Andrew Page stressed the importance of alignment, how commitment must start from the top, and the benefits of choosing the right partners: “Enterprises are made up of large companies and small companies… each business is just as important as the other. When sourcing and scoring tenders, less than 30 per cent of marks were associated with costings. Most marks were based on an organisation’s ability to demonstrate the right approach, i.e., collaboration, having the right people with the right attitude and way of thinking, and finally, the right environment that nurtures possibility.” Anglian Water’s adoption of Project 13 principles has enabled them to delivery differently by creating higher performing teams that have clarity of purpose. This theme of clarity was continued by Richard Lennard as he discussed Sellafield’s six-year journey towards an integrated enterprise model. “We started by looking at how we delivered projects and realised we weren’t where we wanted to be. We had a fragmented supply chain that was very traditional and struggled to leverage the collective value of our portfolio of work.” Richard explained how culture and clarity is at the front and centre of running a successful enterprise: “We had to be honest with ourselves to allow us to do something differently. Led from the very top of the business, this level of humility was important in driving us down a different path to improved behaviours, frameworks, and measurement protocols. To bring the rest of the business along with us, we had to hold a mirror up and acknowledge our faults and commit to driving forward with integrity.” Finally, Paul Sexton discussed Scottish Water’s first year adopting Project 13’s capable owner principles. Resounding Andrew’s and Richard’s focus on culture and behaviours, Paul recognised early on that a widespread change in behaviour would be the biggest impact on improved efficiencies. To do this, Scottish Water developed a behavioural charter and undertook a maturity assessment to review internal practices, and those of their partners and organisations. By undertaking a thorough review, Paul explained how the outcomes were then captured in an alliancing charter to fuel the collective strategy. “We believe in the Project 13 framework and the pivotal role that owners and major clients play. Although Scottish Water has only been involved for the short-term, we have learned a lot and cannot recommend it enough.” Following each leader’s discussion, the Q&A segment commenced. One recurring question from the many viewers was around how internal behaviours are transformed. Andrew Page said: “There is no easy route. It’s not enough to simply do a big splash of communications at the beginning, you will of course get some initial enthusiasm, but it will wane quickly. You’ve got to attack it at all levels, consistently, to change behaviours. We undertook many workshops and created a coaching program. By working closely with teams across our partnership organisations, we ensured that each of the leaders focused on remaining consistent in how they worked and shared information. We consistently reiterated the desired behaviours and reviewed individuals that were not performing or adopting the principles. Through the coaching programme, we were able to support and equip every individual with the tools, skills, and knowledge they needed to thrive.” This was a fascinating discussion from three leaders at various stages of the capable owner journey. If you would like to learn more about Project 13 and how we’re supporting change in infrastructure, sign up to our network.
2 replies · Posted by Amy Morrison,
- capable owner
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Capable Ownership unlocks innovation and funding to create a new habitat
[This case study illustrates: the Project 13 Capable Owner Principle: The Enterprise is set up to deliver clearly articulated customer outcomes and the Project 13 Governance Principle: The Enterprise is rewarded for Outcome performance] Anglian Water has worked closely with Norfolk Rivers Trust to create a wetland in Ingoldisthorpe, which will improve the quality of effluent dispersed from a water recycling treatment plant. Using the Project 13 approach, the project was able to challenge traditional practices and focus on outcomes, resulting in significant time and cost savings compared to traditional solutions. One of the core concerns expressed by Norfolk Rivers Trust was the impact such effluent had on the environment and how this affected the local people and surrounding wildlife. It was vital for Anglian Water to provide a solution that would ensure environmental protection and enhancement in the long-term. Anglian Water’s biodiversity strategy addresses such solutions and practices; if a biodiversity net gain is to be achieved, traditional methods need to be reviewed and practicality questioned. This is exactly how this project was handled. By working to an ‘outcomes approach’, Anglian Water funded the creation of a wetland, which was designed, built, and managed by Norfolk Rivers Trust. The new wetland provides natural filtration across the three-hectare site. As well as removing ammonia and phosphate from effluent, this is converted into energy to fuel the surrounding plants and wildlife prior to the water reaching the river. Chris Gerrard, Biodiversity Manager at Anglian Water, said: “The typical approach to this project would have been to construct additional treatment units across the site. Or devise a system to pump the effluent to a larger treatment centre several miles away. This would have had a significantly negative impact as it would not have allowed the surrounding environment to flourish, nor would it have been future proof. By opting for a wetland, the need to pour any concrete was alleviated, which of course also saved time and reduced the overall costs of the project. To minimise the impact on local people, the project was developed and delivered in under three years. “Overall, this solution is excellent for the environmental footprint and carbon reduction, highly preferable to enhance and encourage wildlife, and the quality of water is raised substantially. This has been a win all round.” Anglian Water and Norfolk Rivers Trust’s Ingoldisthorpe project is considered exemplary across industries. To encourage more sustainable practices and to encourage a nation-wide objective of biodiversity net gain, Anglian Water is inviting other water companies and global infrastructure providers to visit Ingoldisthorpe’s new wetland to demonstrate just how beneficial this could be in one of, or each of their regions. For more information on Anglian Water’s Biodiversity Strategy, visit the website here. https://www.anglianwater.co.uk/siteassets/household/in-the-community/anglian-water-biodiversity-strategy.pdf
0 replies · Posted by Andrew Page,
- capable owner
- governance
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What does it mean to be a Capable Owner? - Online event 07/04/2022
7th April 2022 9-10:30am BST Register here Join the Project 13 Capable Owner Pillar to explore the key steps and desired individual skillsets to becoming a Capable Owner in your projects. With expert research and industry examples from Project 13 Adopters, you will discover how to adopt Capable Ownership into your organisation to effectively deliver better outcomes. The Capable Owner pillar is one of five Project 13 Pillar’s that come together to create an enterprise model for infrastructure delivery. This model brings together owners, partners, advisers and suppliers, working in more integrated and collaborative arrangements, underpinned by long term relationships. This is the first of a series of Project 13 Network events around the Project 13 Pillar Groups: Capable Owner, Organisation, Governance, Integration and Digital Transformation. We will be hearing from Andrew Page on his research into the six key steps to being a capable owner and how Anglian Water are following alternative routes for financing, designing, building, and operating assets that their customers rely on in their daily lives. This will be followed by industry examples from Project 13 adopters, Sellafield and Scottish Water, where we will learn about their journeys in adopting the Project 13 model and how they overcame any challenges whilst doing so. Background:<br>As part of its wider role, the Capable Owner develops sustainable enterprises built on long term business to business (b2b) relationships. Traditional hierarchical relationships are replaced with aligned and collaborative b2b relationships, with a collective focus on delivering the outcomes required. The right partners are selected based on capability and behaviours and work within incentivised value-based arrangements. Enterprises are brought together to deliver the outcomes required (customer and societal) and to enable business performance. The focus on outcomes provides a back-to-back alignment through all parts of the Enterprise. Capable Owners can articulate the required outcomes, with processes in place to ensure these outcomes effectively represent the requirements of customers, community and society. A capable owner will be able to describe the asset performance required to achieve these outcomes and will engage with partners and stakeholders in delivering outcomes and asset performance. Through best practice assembly and exchange, community engagement through the Project 13 Network , and opportunities to get involved in the debate, the Capable Owner pillar explores the following key areas of capable ownership to maximise the potential of their infrastructure systems: Articulating the voice of the customer. Being value driven in mindset. Articulating the voice of operations. Relating to the supply chain. Creating complex systems. Recruiting, building and retaining talent. Sign up to the Project 13 Network and the Capable Owner team to find out more. Speakers: @Lucy Howard @Andrew Page @Richard Lennard @Paul Sexton
7 replies · Posted by Amy Reed-Gibbs,
- capable owner
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How to create an organisation that delivers outcomes
This case study illustrates the Project 13 Capable Owner Principle: The Enterprise is set up to deliver clearly articulated customer outcomes. “For an organisation to deliver outcomes, the structural and cultural objective to simply ‘deliver scope’ must be shifted.” James Crompton, Strategic Pipeline Alliance Director at Anglian Water, discusses the business’s Strategic Pipelines Alliance (SPA) initiative; exploring the principles and process of creating a new enterprise organisation that is equipped to deliver core customer outcomes: “Integration and collaboration are two words we hear consistently, and particularly when businesses are forming alliancing-type models. Whilst these are critical in creating a successful delivery model, the central component should be alignment. This has consistently maintained its prevalence within basic alliancing through to mature enterprising. Without alignment, there is no key anchor point that informs the operating model or the organisational structure, which ultimately makes it far more difficult to cement a purpose, form goals and identify the outcomes. When it came to SPA, we had a very clear purpose that was detailed in our procurement documents. We took the time to articulate our aspirations and the type of organisation we wanted to create, as well how, albeit at a high level, it would operate. We also stated the various capabilities and behaviours that were required to successfully deliver our goals and outcomes. Integrator To demonstrate the practicalities of the SPA approach, I want to discuss a specific project and highlight some of the challenges we identified along the way. To begin, we wrote down our purpose: ‘To make the East of England resilient to the risks of drought and to secure water supplies for future generations.’ To bring this vision to life, we created the Integrator with our key partners, this is a high-level operating model that is complimented by a production based operating model, which was backed up by our wider network. We soon identified how challenging it was to talk solely about outcomes, whilst trying to understand the sheer scale and scope of the project. We discovered that the delivery outcomes were losing impact, particularly when faced with a Water Resources Management Plan that showed over 475km of pipelines. This was an incredibly valuable lesson to learn; just how easy it is to slip back into that ‘scope and scale’ mindset. Together, we paused and considered two things. Firstly, we stated very specific examples of what an outcome for SPA was: to provide an additional million litres per day from X to Y distribution zones by Z date. This was instead of ‘design and build X length of pipe at Y diameter with Z storage.’ The latter only reemphasised the scope of the project and left little room for innovation. The second thing we did was to support the above outcome with two mantras: ‘If we don’t lay pipes we will fail. If we just lay pipes we will fail’, and ‘The space that lies between scope and outcomes is where innovation and imagination can thrive.’ We began describing each element of the project as a smart and integrated strategic asset, all consisting of transmission pipes, innovative solutions, and smart technologies. Additionally, we integrated stringent carbon targets into SPA, not only to align with our specific goals and outcomes, but to ensure we continued to support Anglian Water’s ambitions to achieve Net Zero Carbon by 2030. As we progressed with this project we retained a keen focus on capabilities, behaviours and the value required to deliver our outcomes; this meant we put very little focus on the commercials. In fact, fee only accounted for 12 per cent of the overall scores and no work was priced in the process. This really shifted the goal posts as reward mechanisms were based on out-performance earned from successful delivery, rather than on scope of work. Production Delivery By using industry best practice and benchmarking we introduced a production based operating model. This successfully pinpointed the various outcomes and aligned them with our community and environmental pledges. Throughout this operating model, we made a very deliberate change in language. To truly embody and embrace our outcomes, ‘detailed design’ is now ‘engineering and integration’; ‘construction’ is now ‘production and assembly’, and ‘handover’ is now ‘network integration’. Each phrase has been evolved to provide more specificity and depth, and hones in on the specific roles to drive efficiency. This process has provided us with an integrated and mutually dependent organisation that is completely aligned to the purpose, goals, and outcomes of the owner. In turn, we have witnessed further alignment across organisational structures and across wider operations. This is a real-world example of how integrated organisations and an alignment around outcomes, powered by concurrent language and terminology, transformed conversations, and fuelled an inevitable drive towards success."
1 reply · Posted by James Crompton,
- capable owner
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What is Project 13?
Project 13 is an industry-led response to infrastructure delivery models that fail not just clients and their suppliers, but also the operators and users of our infrastructure systems and networks.
It seeks to develop a new business model – based on an enterprise, not on traditional transactional arrangements – to boost certainty and productivity in delivery, improve whole life outcomes in operation and support a more sustainable, innovative, highly skilled industry.
Recent Discussions
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Simon Murray replied to a discussion
Integrating processes and information
It is notable that the concept of efficient markets on which so many of our commercial practices are based, assumes symmetry of information between the parties to a transaction. In practice, the ways in which we procure and deliver our infrastructure projects have led all parties from the owners down to the tier two and three suppliers to create asymmetries of information to protect their interests in the transactions. And this has created several effective barriers to transparency of informa- integration
- digital transformation
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Simon Murray replied to a discussion
Delivering infrastructure at a time of great uncertainty
David, I agree. Since the 1980s many lawyers and commercial managers have given their clients the impression that risks can be transferred through the terms of their contracts as if risks were commodities that could be bought and sold in the market. Contractors have understandably used claims and other contractual mechanisms to recover the ground they lost when they signed the contract and, in some cases, they have gone into liquidation leaving their clients with the risks and the costs of com- integration
- capable owner
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David Nash replied to a discussion
Project 13 - Supplier Engagement Community
@Alasdair Reisner To make project 13 happen for real we need some solid success stories so that the deliver model can become more fleshed out in detail. Suppliers are crucial to this because they often have the specialist expertise concentrated in their organisations to deliver certain aspects. As a representative of one of those suppliers, I would like to have visibility in where the pilot projects are that need my help and introductions to the key people that are looking for this support -
David Nash replied to a discussion
Construction productivity - measuring productivity on projects and within companies
@Simon Murray in some parts of the construction sector such as Oil and Gas, very good productivity and production data is captured as a matter of course and has been for decades. In this industry, people are used to following processes which are more or less the same across the industry and indeed the world. (not saying they are great at it but certainly far beyond the infrastructure industry) This is because all the clients in Oil and Gas have unified their standards so the supply chain th- integration
- digital transformation
