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Does a Project 13 Enterprise model help with the current complex environment?
There are twelve Project 13 Adopters putting the Project 13 Principles into practice and sharing their learning between them. The Project 13 Adopter Community meets regularly to discuss their emerging best practice and barriers as they progress on their journeys. At a workshop earlier this year, they discussed how they have been using their Enterprise and supplier ecosystem relationships to mitigate and manage the risks during the uncertain times over the past three years including dealing with Covid-19, Brexit, shipping issues, inflation and the conflict in Ukraine. The meetings are Chatham House but this article gives some highlights from the discussion. Accelerating the journey to high performing Enterprises Project 13 recognises that an organisation will not become a high performing Enterprise immediately, and so the Maturity Matrix identifies three steps from simple collaboration, through integrated functions and relationships to a high performing Enterprise. The Adopter Community has seen an acceleration of that journey recently as the current conditions make it even harder for organisations to continue operating as they have done in the past when they need to deliver the same output for less. It is now clearer to senior leadership that an Enterprise model is a necessity rather than a nice to have. The benefits of the model include doing things in bulk and in a common fashion across the partners including: shared and optimised capability (drawn from across the enterprise partners), commonly adopted processes and systems, a common data platform and a common behavioural and incentivisation model. Some examples mentioned were: Having one planning resource across the Enterprise rather than one in each organisation Sharing mechanical plant across all partners - this reduced fuel needs and the need for transportation from place to place Reducing the amount of moves from one site to another – more sequential Having central compounds – not spread across multiple locations Pooling buying resources to get better deals and reduce wastage which also aids with Net Zero targets. In general, it becomes easier to make decisions early on that benefit everyone and the results are obvious to all involved. <br>Good relationships with the supplier ecosystem The Enterprise model does not make any of the issues go away but helps with mitigating them. A large part of that is because strong long-term relationships have been built with partners (within the Integrator) and the wider supplier ecosystem. It is therefore easier to have the right ‘mature’ conversations to find solutions that work for everyone. The Adopters have not seen many examples of suppliers reverting to previous behaviours. Importantly, the current conditions have also increased understanding of suppliers’ suppliers and their issues. Many were not aware of the reach of their global supplier ecosystem. There are trade-offs to be made between finding new providers and increasing the carbon footprint of how far the materials travel. This also led to a discussion about ethics. It was felt that the full pain is not yet being felt as many had enough materials to last them for the next few months but the full implications will hit a bit further down the line. Decisions are being taken earlier and for large orders, even if design is not finalised, in order to give longer lead times to receive materials. Any excess material ordered can then be used across the programme / organisation. <br>Retaining employees There is currently huge wage inflation and many people left the industry all together during and after Covid-19. Feedback from the workshop suggested that the positive atmosphere created in an Enterprise helps to retain staff. There was even an example of a higher salary tempting someone away who then came back as realised that culture is more important and better for mental health. What is the future of the office and co-locating? <br> Covid-19 has led to a shift in working from home. The Project 13 Enterprise model is based on collaboration and integration so there was an interesting discussion about the impact of homeworking on building the organisation. It was definitely felt that those who had already built relationships in person before Covid-19 found it easier to transition to working on-line, although there were still issues as new people come on board. However, those who started something new during Covid-19 said that they struggled to build integration and high performing teams as quickly. However, there were also many benefits of homeworking including the fact that there is more access to diverse talent. It was not suggested that things should return to how they were before but that conscious thought should go into the in-person element of building relationships. Office spaces now need to be collaboration spaces and people should be brought together specifically for collaboration purposes, not just for a run-of-the-mill meeting that could be done on-line. This means the nature of office space needs to change – not rows of seats but an environment that people want to travel to. This also means that it could be at a partner's location, not necessarily at the Capable Owner’s offices. There was a fascinating discussion about whether virtual reality will be a solution to team building in the future. Let us know your thoughts in the comments section below.<br> There are always some great quotes that come out of these workshops so I will leave you with three: “Gang up on the problem, not the people” – people are quick to criticise – it is easier to do that then help. Not offices but “heartbeat places” – need to entice people. “Triviality becomes criticality” – little things seem to escalate online.
1 reply · Posted by Melissa Zanocco,
- capable owner
- governance
- integration
- organisation
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Project 13 Capable Owner: Changing the capability mix
Register here to join us at our Project 13 Capable Owner online event on 20th September 2022 at 9am BST. Following the success of our first event, ‘What does it mean to be a Capable Owner?’, the Project 13 Capable Owner Pillar team are now delving deeper into the ideal makeup of a Capable Owner team at their next event on 20th September 2022 at 9am BST. With a wide range of perspectives, we’ll be exploring how an organisation can mobilise a broader mix of diverse talent to achieve its aims based on the matrix of individual capabilities. Join us to hear some direct experiences from: · John Grimm, National Highways Smart Motorways Programme with the Project 13 Enterprise team perspective, will share the journey of the latest Project 13 Adopter to create the enabling environment to attract and retain individuals with the right capabilities. · Stewart Craigie, part of the British Antarctic Society’s supplier ecosystem, with a supplier’s perspective, including exploring how the supplier can bring innovation earlier in the process. · Jo Theobald, Public Sewer Services, will bring an individual’s perspective on how curveball talent can make an impact from someone with a non-traditional background. You can find out more about the Project 13 Pillars: Capable Owner, Governance, Organisations, Integration and Digital Transformation in the Project 13 Network - a vibrant, knowledge-sharing community for all those interested in delivering infrastructure differently. Speakers: Andrew Page (Co-chair) Lucy Howard (Co-chair) John Grimm Stewart Craigie Joanne Theobald
4 replies · Posted by Amy Reed-Gibbs,
- capable owner
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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 the Project 13 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 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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Melissa Zanocco replied to a discussion
Carbon Reduction in Enterprise Delivery
Thanks Steve, I would like to know the answer to those questions too. Thank you also to the Environment Agency for an excellent presentation to set the discussion off in the right direction. It was a great session bringing the two groups together for the first time in a critical overlap - we won't hit Net Zero targets if we don't deliver differently. These were my own takeaways from the session to add to yours: - Flexibility – the Project 13 model allows for things to change – either exter- capable owner
- governance
- integration
- organisation
- digital transformation
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Melissa Zanocco replied to a discussion
Anglian Water's benefit-led approach to digital twins
We were lucky enough to be joined by Matt Edwards, Chief Data Officer at Anglian Water, for the launch event of the Digital Benchmarking Report 2021. Anglian Water are looking to get benefits from their digital twins across the whole life cycle of their assets - including most importantly the operation and maintenance phase - where the most value can be obtained. Listen to Matt's reflections below. Read the full report here, including the case study on Digital Twins from Anglian Water- digital transformation
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Richard Palczynski replied to a discussion
Maturity Matrix Results Deep Dive
Hi Clover, apologies I missed your query but yes I think your question is spot on... what are the commercial enablers that actually promote the sharing of information... I did a LinkedIN paper on this after Crossrail and it was the key outcome of that review. Sadly I just don't believe that our standard commercial models adequately address it. My gut feel is that the answer lies in the Enterprise Agreement and the contraual linking between a suppliers contract and that Enterprise Agreement. On C- capable owner
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- organisation
- digital transformation
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Melissa Zanocco replied to a discussion
Digital engineering in the real world: revolutionising rail infrastructure event
Really pleased to see this write up in Rail Engineer Magazine July / August 2022 of the Digital engineering in the real world: revolutionising rail infrastructure webinar at the end of June. It references two Project 13 Adopters: East West Rail and Network Rail. The articles highlights how they are working to achieve outcomes, rather than outputs, using the Project 13 Enterprise model: East West Rail's ambition includes helping to create Silicon Valley in the UK. Network Rail’s Leve- digital transformation
- capable owner
