News
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Digital Benchmarking Report 2021 On-line Launch Event 15 June 9:00 BST
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, chaired by Melissa Zanocco, 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. The event 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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Anglian Water: How Customer Engagement Shapes its Enterprise Outcomes Definition
[This case study illustrates the Project 13 Capable Owner Principle: The Enterprise is set up to deliver clearly articulated customer outcomes] Anglian Water has successfully engaged with partners in delivering better outcomes from its capital the investment programme. One of the key enablers to this and that made a significant contribution to transforming delivery models was a comprehensive and in-depth customer research project that enabled a clear articulation of the outcomes required. Outcomes that through this consultation process integrated customer views and requirements. By implementing a 38-channel route of engagement and communication process, over 500,000 interactions were made across a vast range of customer segments. The collated results have shaped Anglian Water’s business strategy and fuelled a rich engagement culture across day-to-day operations. Some of the key similarities that emerged off the back of the ongoing communications were around a 25-year Strategic Direction Statement and Water Resources Management Plan. This also encompassed further conversations around corporate governance and Anglian Water’s plans for enhancing resilience in the long-term. As part of this long-term focus, one of the key topics of conversation was around younger people, more specifically what their interests and needs are, and how these are likely to evolve over the next few decades. In addition, all customers expressed a desire for ongoing engagement and to be a part of new solutions that will enable them to manage water use. Each of these facets have fuelled Anglian Water’s ‘Outcomes for Delivery’ plan; a robust and sustainable proposal fuelled and driven by customers’ priorities. Over the next five years, Anglian Water is committed to delivering performance in the areas that matter most to customers, and to improving overall performance across the board. The delivery plan is split into three sections: Smart Business, Smart Environment and Smart Communities. Within each are tangible goals that will ensure there are fair charges and fair returns, a commitment to ensuring supply meets demand, and the assurance that safe, clean water will be provided amidst a flourishing environment. Each element of Anglian Water’s plan is practical and will shape the future of the business and how it responds to the evolving needs of its customers. One core theme that emerged is ‘value’. More than 80 per cent of customers stated that they’re willing to pay higher bills if each outcome delivers real valuable results. In addition, most customers would opt for a natural capital approach to improving environmental outcomes, rather than opting for more traditional routes. The resulting outcome framework provided an overall context for the investment programme, but crucially this was the level at which partners relationships were formed and against which alliance and partner and alliance contribution was measured. This has enabled more aligned relationships and ensured that partner capability has been leveraged more effectively. The track record of the alliance has gone on to demonstrate the significant contribution partners can make in delivering better outcomes. Anglian Water has adopted a unique approach to its business strategy; with people, sustainability, and smart ways of working at the heart of the business, there is a clear route to successful longevity.
0 replies · Posted by Andrew Page,
- 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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Mark Enzer replied to a discussion
What is the connection between the Project 13 Network and the Digital Twin Hub?
This is a really good clear summary by Melissa- digital transformation
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Alan Tennent replied to a discussion
Project 13 Appreciation/Training Courses
Hi there Melissa - thanks for coming back on this. Will look out for this being published. -
Simon Murray replied to a discussion
Delivering infrastructure at a time of great uncertainty
It is difficult to remember a time when the environment in which we deliver investments in infrastructure was so uncertain. Brexit constrained the labour market and the pandemic has disrupted global supply chains. And now we have a war in Ukraine and sanctions against Russia that are likely to impact on the supply and prices of many basic materials like steel, aluminium and plastics. This raises the question of whether our current approaches to project management and procurement are sufficien- integration
- capable owner
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Simon Scott replied to a discussion
Incentivising partners to lifecycle outcomes
At the Project 13 Adopter Workshop we got onto the subject of incentivising partners throughout the lifecycle of infrastructure in a project 13 context, and how business case outcomes can be too long term for some partners (programme integrator for example). At East West Rail we are looking at how to use our target state outcomes (approximately in full flow five to seven years after the whole railway goes live) to incentivise our partners we work with over the capital and operational phases of
