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About Project 13

Why we need Project 13 

The conceptual case for Project 13 was first set out in From Transactions to Enterprises.

The core message was that the transactional model for delivering major infrastructure projects and programmes is broken. It prevents efficient delivery, prohibits innovation and therefore fails to provide the high-performing infrastructure networks that businesses and the public require.

The Enterprise approach

Project 13 Enterprise Diagram 2.jpgThe shift to an enterprise model for infrastructure delivery is core to the Project 13 approach.

What do we mean by enterprise?

An Enterprise brings together owners, partners, advisers and suppliers, working in more integrated and collaborative arrangements, underpinned by long term relationships. Participating organisations are incentivised to deliver better outcomes.

Project 13 is a new delivery model. It is defined by five Pillars and a set of Principles. The Project 13 framework summarises the five Pillars, the core Principles provides a simple maturity matrix, illustrating the journey to a high performing Enterprise. The five Project 13 pillars are: 

Watch this short video to understand how Project 13 is seeking to change the traditional infrastructure business model for the better.


What are the most significant changes?

The most significant change in an enterprise are:

  • The asset owner is central to the change and establishing the Enterprise
  • Enterprises are brought together to deliver Outcomes for the ultimate customer
  • The Owner ensures a focus on long terms system performance and future operation
  • Enterprises are made up of integrated and collaborative delivery teams, drawing on the capability within participating organisations. 
  • An emphasis on Integration brings together partner (and owner) capabilities, processes and information to provide effective production systems for delivery
  • Enterprises include an ecosystem of partners and suppliers, with more integrated relationships providing the opportunity for early engagement
  • Reward in an enterprise is based on value added to the overall outcomes, not on time or volume
  • Risk is allocated to align with capability, it is not transferred through tiers of the supply chain
  • Establishing these conditions to enable a high performing enterprise requires a fundamental shift in Leadership, Governance and behaviours


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The Project 13 Community

Project 13 is a community. At its core are the participating organisations, openly sharing their Enterprise learning and experience.

There are a number of groups that provide support and oversight:

  • Strategy Group: provides oversight and coordination of the Project 13 community. Aligning resources with the requirements of organisations adopting Project 13.
  • Adopter Community: forum for the direct exchange of learning and best practice across owners or enterprises adopting Project 13 principles.  
  • Supplier Engagement Community: forum for the direct exchange of learning and best practice across partners and suppliers engaged in Project 13 delivery models.
  • Development Board: provides the focal point for the development of Project 13 knowledge, consolidating experience and learning from across the Project13 community.
  • Partnership Strategy Group: provide direction and coordination of the partnership with the World Economic Forum (WEF) and Engineering and Construction Risk Institute (ECRI).

The project 13 Community Pillars are led by:

Capable Owner
Lucy Howard (Turner & Townsend); Andrew Page (Anglian Water)
Miles Ashley (Wessex Advisory)
Simon Murray (Independent); Martin Buck (Watling Fosse)

Kevin Tozer (KT Consulting & Advisory Ltd); John Grimm (National Highways)
Digital Transformation
Mark Enzer (Mott MacDonald);

The Project 13 Strategy Group members are:

  • Dale Evans (Chair);
  • James Crompton (Mace); 
  • Jo Ellman-Brown (IPA)
  • Tony Gates (Sir Robert McAlpine); 
  • Mark Hansford (ICE)
  • Steve Hudson (Sir Robert McAlpine);
  • Mark Jamieson (PMKConsult); 
  • Richard Lennard (Sellafield);
  • Alasdair Reisner (CECA);
  • Tony Slater (National Highways)
  • Oliver Tsai (World Economic Forum)
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