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Project 13 Early Adopter case study: SMP Alliance

By Amy Reed-Gibbs, in News,

What makes the SMP Alliance such a successful example of a Project 13 Enterprise?  Put simply, they have created an environment of integration and collaboration which has enabled people and organisations to achieve better outcomes.  
Right from the outset, National Highways, as part of the Smart Motorways Programme (SMP), recognised that to make a difference, they needed to transform not only what they did but how they did it. That realisation led them to Project 13 and what is now one of the most mature, class-leading examples of a Project 13 Enterprise.  Together, each of the Alliance Partners, and their wider supplier community, are embarked on a journey to realise the potential of their enterprise and unlock the benefits it can deliver.

National Highways connects people and places across England, supporting economic growth and making our roads safer for those using and working on them.  Formed in 2020, the SMP Alliance is tasked with positively impacting safety, environment, congestion and asset condition on National Highways’ strategic road network and achieving exemplar performance in safety, cost, time and quality.
To achieve these aims, National Highways set about forming an alliance as an 'Enterprise' organisation, with a focus on the outcomes required from key investment programmes (figure 2), with shared risk and reward and a programmatic approach to delivery. Comprising of seven partners, including National Highways, and a substantial supplier community, the goal of SMP Alliance is to create a step-change in the programme’s performance; the ambition is to transform the highways sector and wider industry over the next 10 years and beyond, covering Government’s Road Investment Strategy Periods 2 and 3 (RIS2 and RIS3).
Why Project 13?
National Highways set out with a vision for SMP Alliance “to enable a fundamental shift in the way we work with our Partners, transforming how we deliver Smart Motorways to prepare for the digital roads of the future.” At the core of this vision was the desire to pave the way for setting new benchmarks for productivity and quality, using a programmatic approach and leveraging innovation and continuous improvement techniques, as well as embedding knowledge throughout the entire organisation. Their intention was to move away from traditional approaches and move towards modern methods of construction, reflecting the imperatives of reducing time on site and improving outcomes for customers.
Choosing to adopt the Project 13 model was a natural choice for National Highways. The principles of the enterprise approach aligned strongly with their ambition for the Alliance and the five pillars of Project 13 provided a clear and applicable framework.  National Highways chose to procure through an Alliance model, the ‘NEC4 Alliance Contract (2018)’, comprising National Highways and six delivery partners (WSP, Jacobs, Fluor,  Balfour Beatty, BAM / Morgan Sindall JV, Costain) - all seven coming together to form SMP Alliance.  National Highways acknowledged the improved outcomes they had already seen working in more collaborative, integrated models. Therefore it was a natural step forward to build on the learning that already exists within the Project 13 community and apply this within the Alliance.
For National Highways the Project 13 Enterprise model represented a fundamental change in the way value was understood and measured.  Previous models which focused primarily on cost often led to adversarial relationships, poor quality solutions and lack of long-term value.  
By creating a performance-linked, integrated model within SMP Alliance, all Partners are incentivised to significantly improve on historic performance.  Crucially, in contrast to ‘conventional’ procurement and delivery, where there may be winners and losers, Alliance Partners are incentivised to operate as a single, integrated team where performance is measured across the Alliance as a whole, rather than at individual partner or scheme levels.  This commercial model stimulates integration and collaboration across the Alliance, sharing risk and rewarding innovation, improvement and inspiring mutual support and trust.
From the outset, for both National Highways and potential SMP Alliance partners, the procurement process looked and felt different. Tenderers were required to bid individually for their roles in separate lots. During pre-tender sessions, National Highways focused on communicating their intention and desires for something different from the industry – linking concepts, plans and outcomes to the Project 13 framework.  By approaching the tender process differently, the aim was drive a change in behaviours and performance through the tender period itself and in the resulting submissions.
National Highways evaluated each potential Alliance Partner separately to select “best for task” Partners for each Alliance role.  All tenders were evaluated against National Highways’ three imperatives of improving safety, creating a better customer experience and delivering greater efficiency.  
This approach was supplemented by a series of structured interviews, designed to explore each tenderers’ leadership, delivery, cultural and business alignment to Alliance objectives.  The interviews were led by independent behavioural psychologists working alongside National Highways personnel and provided an insight into the way in which individual tendering organisations lived the collaborative values they described.
The selected tenderers joined together to create SMP Alliance, comprising seven members: National Highways as the Client; one Production Management Partner (Fluor); two Digitally-Enabled Design Partners (WSP and Jacobs); and three On-Site Assembly Partners (Balfour Beatty, the BAM / Morgan Sindall Joint Venture and Costain).
Setting up for success
“We deliberately set about creating an aligned vision and mission that allows people to anchor back to what we’re here to do and why we’re doing it”.
SMP Alliance has always been envisaged as a collaborative, value-based delivery model achieved through Partners and supplier network working with National Highways as a single, integrated organisation.  Creating alignment to that vision and developing and communicating a common purpose were essential elements to SMP Alliance’s early success.  Their intention was to create an Alliance identity, rather than adopting one of the seven Partners’ identities, recognising that there was no single, dominant party – and providing a neutral platform on which to develop.  
Accompanying this new identity was a cocreated vision and mission, intended to enable an understanding of what each party was there to do and, importantly, why. A key aspect to achieving successful collaboration was developing an Alliance brand which complemented the Partners’ culture.  This was intended to help teams and individuals navigate across the boundaries between their own companies and the Alliance, allowing them to feel a part of something new and special.
In line with Project 13 principles, the Alliance Board and Alliance Leadership Team (ALT) were formed early in the process, setting a framework across all Partners to forge strong and lasting relationships necessary to underpin the success of SMP Alliance.  The Alliance Board is formed of senior representatives from all seven partner organisations, committed to being industry leading in their field of infrastructure enhancements and, importantly, committed to empowering and supporting their people to deliver the Alliance outcomes as one team.  The Alliance Leadership Team is formed from the seven Partner organisations and follows the Project 13 organisational principle of integrating the required capability into a high performing collaborative team, using a ‘best for task’ approach based on assessment and interview.
Enhancing collaboration through social capital
Transitioning from mobilisation into business as usual created opportunities to develop and build on the foundations laid for successful collaboration during the earliest stages of the Alliance.  The Alliance team, recognising the complexities around truly successful collaboration, sought to develop and build social capital across the Enterprise to maximise their organisational advantage. This investment focused across the three key elements of social capital; structural; cognitive and relational. Within each of these areas the Alliance team developed practices, supported by processes and tools, to deepen collaboration and enhance the exchange and creation of intellectual capital.
Structurally, the Alliance contract and commercial model provided the density of ties and relationships needed to enable closer integration, but this was supplemented by co-locating the entire team, where possible, under the unified Alliance brand.  
To enhance the relational elements of the enterprise they focused on developing a tailored collaboration model, which set out how the new organisation should talk to the wider partner organisations and key stakeholders.  The Alliance is a discreet part of National Highways, which is a large client organisation.  Setting out communications and ways of working with key internal stakeholders, including sponsors, engineering specialists, safety specialists and operational teams, was vital.  Similarly, for the other Partners, networks needed to be created which would provide ongoing support to people within the Alliance as well as a process for addressing the commercial and contractual specifics of the relationship.

Investing in social capital is key to unlocking the potential of the Alliance enterprise
Arguably the most critical dimension of social capital investment, cognitive, was enabled by the team creating and leading staff from the various Partner organisations on a compelling journey to a new way of working.  The Alliance Leadership team recognised the tangible, people-centred approach this needed, drawing on the new brand and identity, plus demonstrating and role modelling behaviours which underpinned the emerging Alliance culture.  By intentionally and proactively building internal and external networks, the way in which the emerging Alliance culture was developing to complement Partner organisations made it possible and easy for people to navigate across the boundaries. People entering the Alliance team could see first-hand how the Alliance was providing regular communications and proactive support to their home organisations as well unifying within SMP Alliance and delivering to National Highways.
“You can’t underestimate how much of a change it is for people to move into a new organisation with new ways of working”.
Aligning strategy into delivery
Creating alignment and a common purpose were essential elements to SMP Alliance’s early success, but extending this into a productive and efficient way of working was key to sustaining that success across the longer term.  The team focused on developing common, digital platforms, processes and systems which made it easy for people to interact and to work together. A governance framework was established which provided control across levels and through both the client and partner lens. Underpinning these processes and controls was an appreciation and reflection of the emerging Alliance culture, which provided a framework to test and assure that the products would add value to delivery and not constrain teams.
The ambition of the Alliance Board and Alliance Leadership Team is to create clear alignment though everything the Alliance does. This alignment of strategy into delivery is yet another example of how collaboration and an outcomes focus is driven through the leadership team across all parts of the organisational culture.

The SMP Alliance vision flows through the organisation, driving a clear and aligned purpose
From leadership to delivery, the Alliance formed an integrated team by identifying the best person for the role.  The wider supplier network is managed within the Alliance by an integrated Production Hub, deploying resources either directly appointed by National Highways or by Alliance Partners.  
A core function of the Production Hub is to implement a category management approach to all supplier appointments, achieving collective sourcing and contract management as part of the Alliance.  Since it operates programmatically at a site level, work is allocated on a shared basis (for example, an equal share between design partners) and an equitable share across on-site assembly partners.  It takes what would otherwise be a typical client programme delivery team and integrated into an Alliance delivery team with an agnostic, ‘best for candidate’ approach for the Production Hub.
Integrating the wider supplier network
Arguably the jewel in the crown of any Project 13 Enterprise is the ecosystem of partners and suppliers working across a wide supplier network; this is certainly the case for SMP Alliance.  The Alliance boasts a significant supplier network throughout which the principles of Project 13 have been cascaded and embedded.  This has been fundamental to enabling improvement and real transformation in delivery.  Commercially, the Alliance model has provided suppliers with long-term, visible opportunities, incentivised towards out-performance.  This, in turn, has provided suppliers with the confidence to invest in themselves, in materials, processes and, most importantly, in their people. 
SMP Alliance has facilitated a community feel amongst suppliers, making them feel heard, understood and part of the wider team, breaking down barriers so they feel more integrated.  Communities of practice have been established to share best practice, resolve issues and review who is best placed for upcoming works.  
A key and enlightening aspect enabled by the Alliance is integrating suppliers at the earliest opportunity into project and programme delivery.  Where there may have been a lack of engagement or a barrier to entry for these organisations to engage with traditional design organisations, this has served to open up channels of communication and allowed these teams to input very early, allowing innovations to be embraced and leading to improved outcomes, particularly in safety and efficiency.

SMP Alliance is the Integrator and becomes the SMP Alliance Enterprise with its Supplier Network and Advisors
Navigating challenges
“New people meeting each other, in a new way and working differently – it was change cubed”.
Without a doubt, the true test of any enterprise comes during periods of change, uncertainty and challenge.  SMP Alliance has faced its fair share of adversity.  From the outset,  SMP Alliance was faced with mobilising during the emerging global pandemic, getting to grips with meeting new people, developing relationships and getting used to new ways of working, all whilst tackling the challenges of unfamiliar online platforms and tools.  Whereas traditional approaches may have focused on facilitating transactional relationships, the Alliance team recognised the step changes needed in energy and effort to build something deeper.
The team therefore focused on creating an environment which would nurture and enable the developing relationships.  Much time and effort was put into getting to know each other, developing relationships and building trust.  A key element of this was the concept of psychological safety – creating an environment where people felt heard and safe to explore new ideas, thoughts and innovations.  The value of a psychologically safe environment has been felt by the team many times over since those early mobilisation days.  Behaviours, trust, communication and relationships have grown and developed and, combined with the unique contractual relationship between all parties, has led to a diversity of thought and innovation which has allowed people to break across hierarchical and organisational boundaries.
The Alliance Leadership Team has seen the value invested in social capital can drive improved alignment in the longer term and particularly through challenging times.  Back in April 2023, following a period of uncertainty and change, the UK Government announced that no new Smart Motorways Schemes would be built, with the investment instead focussed on safety improvements. That announcement marked yet another substantial change to the scope of activities and overall work-bank the Alliance was delivering.  But the nature of the enterprise itself and the investment in the culture and social capital meant that the response to change amongst the team was solutions orientated and filled with energy and resolve.  The teams focused on what could still be done, on how to successfully and efficiently pivot effort and resources for the good of the enterprise, National Highways and its customers. This ‘can do’ attitude exemplifies the benefit of a behaviourally focused approach to collaboration.
Despite such positivity, the effort, energy and focus required to maintain the quality of collaboration during times of adversity should not be underestimated. During times of stress, when communication and leadership can often default to autocracy and transaction, being collaborative is a much tougher ask. During these periods the Alliance Leadership Team has taken deliberate and purposeful steps to slow the pace of decision making, to seek wider views and alternative perspectives and explore different approaches. This has often resulted in transforming the actions taken and improving the outcomes for all.
The changing work-bank and scope of activities National Highways is seeking to deliver has also impacted the Alliance’s ability to make longer term investments in its own future.  The scale of changes has meant that the team has expended more energy in reacting to and managing that change than was initially expected. This has impacted the level of transformation that has been achieved in important areas such as digital, one of the five pillars of the Project 13 framework. Although progress has been made, most notably with the introduction of BIF (Business Integration Framework) – an integrated platform which blends a variety of data sources from across organisations – the Alliance team admits that momentum has been slowed and the benefits achieved have been lower than expected. However, despite the setbacks, the intention, enthusiasm and desire to transform remains.
Sustaining value
The Alliance has established a track record in delivering the required outcomes. However, Enterprise partnerships such as SMP Alliance are long-term structures set up to deliver continuous improvements in performance. Sustaining energy, avoiding fatigue and keeping motivation levels high can be a challenge, particularly, as in the case of the Alliance, when there is a significant change to the work-bank. The Alliance continues to deliver a range of strategic programmes, but the nature and timing of the programmes has changed signifciantly over the life of the alliance. Unsurprisingly, the Alliance has tackled this through focusing on the integrated team, declaring and celebrating successes and rewarding and recognising achievements. By aligning delivery to the Alliance mission and strategy through the SMP Alliance’s six outcomes, the team has been able to identify and celebrate tangible successes linked to those outcomes, in particular that of ‘Inspiring Workplaces’.
Communication is largely digital and integrated across the Alliance’s c. 1,800 people. Programme updates and news articles are published on the Alliance MS Teams channel on a daily basis, a bi-weekly digest of new articles is emailed to all Alliance and supplier staff, supported by monthly all-Alliance ‘Touchpoint’ and regular ‘Let’s talk about…’ webinars, as well as a bi-annual print and digital magazine plus regular posts on the Alliance’s own LinkedIn page. The monthly Touchpoints are open to all staff and consist of presentations, updates and the opportunity for direct Q&A with the Leadership Team.
Along with quarterly awards based around the Alliance outcomes and the annual 7OGETHER conference that includes suppliers, engagement at all levels is further supported by an annual series of Alliance Leadership Team Engagement Roadshows that allow the leadership to reach out in person to all scheme offices and other key offices. A direct result of feedback received from the annual Alliance Engagement Survey, the Roadshows have prompted enthusiastic dialogue and discussion, as well as opportunities for teams to hear strategic updates from Alliance leaders and to come together to celebrate successes and achievements.
One of the Alliance’s biggest achievements in facilitating sustainable value is with the Alliance Learning Management System - ROU7E - an engaging, bespoke, easy to manage and cost-effective digital learning platform. This system, which has set the bar for future Alliances, provides access to onboarding and training resources including e-learning, videos and documents and is accessible across the Alliance and its supply chain. This, and other similar initiatives introduced by the Alliance’s dedicated People Team, complements parent organisation development aspects and equips colleagues with the skills they need throughout their Alliance journey, from onboarding to offboarding.
SMP Alliance in numbers:
·      7 partners
·      c.1800 people
·      Over 350 nominations received for quarterly awards so far
·      3.1 score on Highways Excellence Lean Maturity Assessment (HELMA) in just 3 years - up from 1.7 in first year (2021)
·      £200m of efficiencies identified
·      350+ attendees at the annual 7OGETHER conference promoting networking and celebrating individual, team and scheme agility, achievement, innovation and collaboration
·      303m of innovative, carbon-friendly barrier installed per day on the M40 / M42 Interchange scheme
·      2,630 tonnes of CO2 reduced through collaboration between designers and on-site assembly partners on the National Emergency Area Retrofit (NEAR) programme
·      £100m social value target
Looking to the future
“As we get that diversity of thought, in a safe way, magic seems to happen. Watching people develop, run ideas, break across hierarchical boundaries, break across traditional operating boundaries, is extremely rewarding”.
For National Highways, adopting the Project 13 Enterprise approach represented significant challenge and opportunity for SMP Alliance, one which has been enthusiastically and successfully embraced by all seven partner organisations and suppliers. In seeking to do something different they have transformed their approach from a traditional, hierarchical, win/lose relationship to something integrated, value driven and truly collaborative. Despite, or perhaps because of the challenges the Alliance has faced, the journey has been much more than anyone thought it would be. It has provided more opportunity to integrate across partners, better understanding of how to drive efficiency and environmental benefits and an illustration of the power of digital tools in a learning organisation.
The promise of the Project 13 framework has delivered to the Alliance long term agreements, repeatable products and incentivised outperformance. It has established a supplier network strategy that has transformed transactional supplier relationships into a rich ecosystem of long-term, strategic, value-driven partnerships. It has created an organisational construct which has enabled the transparent transfer of accountability across individuals and collectives, enabling risks to be managed and efficiencies to be realised.
Most importantly though, SMP Alliance now represents a mature group of integrated organisations and individuals, who have demonstrated they are capable of delivering innovative, value-driven solutions, despite challenges and uncertainty. SMP Alliance has successfully created and sustained a Project 13 Enterprise and environment within which people can collaborate, integrate, grow, adapt, succeed and flourish to deliver better, sustainable, long-term, positive outcomes for their customers. 
Relentless Safety Commitment – Operating at a high level (4) of safety maturity, safety performance is benchmarked and best practices promoted collaboratively e.g. a dedicated weekly safety forum shares any internal and external incidents openly and quickly between all partners. Half of all Highways Passport Gold holders are Alliance schemes, and the Alliance also leads two of National Highways significant risks groups (Occupational Hygiene & Plant Person Interface).
Driving Efficiencies – SMP Alliance has embedded the concept and the practice of efficiency at the heart of the Alliance culture. Through creating a standardised process for logging, assuring and delivering efficiencies and a drumbeat of regular reporting to maintain consistent focus, the Alliance has logged over £200m in the efficiency register.  
Promoting Productivity - Ongoing regular measurement of productivity data supports the incentivised commercial model and promotes Lean ways of working. Actual productivity is measured weekly against baselines / stretch targets. This crucial, highly valuable information is recorded, reported, studied and discussed in regular meetings with key Alliance managers. Should any negative movement be identified, action plans are quickly created for corrective measures. Similarly, where higher than expected rates are achieved, lessons and best practice can also be shared quickly across other schemes. For example the Stopped Vehicle Detection (SVD) Retrofit programme achieved a 30% productivity improvement, while the pre-construction element of the National Emergency Area Retrofit (NEAR) programme time was reduced by 60%.
Leading Lean Enterprise – SMP Alliance is at the forefront of Lean and has fully embraced and enabled a culture of sustainable continuous improvement.  This has led to over £20m of Lean-enabled efficiencies which have already passed level 2 assurance, and which have been achieved at pace – a HELMA score of 3.1 has been realised in just 3 years (normally 10 years). The Alliance is now on track to obtain ISO 18404 accreditation in March 2024.
Collaboration Delivers Early – Through embedding collaboration and proactive workspace management, SMP Alliance has successfully delivered ahead of schedule in a number of areas. The M40/M42 scheme opened three months early through embracing an innovative new concrete barrier solution from a key supplier together with a highly collaborative approach to roadspace management. Similar collaboration and innovation, including offsite assembly, saw the Stopped Vehicle Detection (SVD) Retrofit Programme delivered safely six months early and on budget with a 24% carbon saving.
Putting Customers First – The needs of customers are central to everything National Highways does. By introducing a dedicated customer team and customer leads in each programme, the programme has achieved impressive 92% average roadworks audit scores, 83% roadspace booking accuracy and 79% correspondence timeliness.
The recording for the Project 13 Early Adopter case study: SMP Alliance 10th April 2024 webinar will be posted shortly.

Project 13 Early Adopter case study: SMP Alliance 10th April 2024

By Amy Reed-Gibbs, in News,

REGISTER HERE to attend the next of the Project 13 webinar series 10th April 2024 9am - 11am GMT
What makes SMP Alliance such a successful example of a Project 13 Enterprise? Put simply, they have created an environment of integration and collaboration which has enabled people and organisations to achieve better outcomes.
As part of the Smart Motorways Programme (SMP), National Highways recognised that to make a difference, they needed to transform not only what they did, but how they did it. That realisation led them to Project 13 and what is now one of the most mature, class-leading examples of a Project 13 Enterprise.
Together, each of the seven members of the Alliance together with their wider supplier community, are embarked on a journey to realise the potential of their enterprise and unlock the benefits it can deliver.
This insightful session will share experiences and learnings covering the background of SMP Alliance, its set up and mobilisation, how it works commercially and has overcome multiple challenges, as well as the real differences the Alliance it is making at scheme level.
John Grimm, Production Director, SMP Alliance
John is committed to improving the performance of the infrastructure sector and passionately believes that the key to this is moving from traditional transactional models to collaborative win-win relationships that boost certainty and productivity to deliver better outcomes for all.
He has broad infrastructure experience and has held a variety of senior leadership positions, including playing a central role in Anglian Water’s @one Alliance. In this role he led projects that were both referenced in the UK Government National Infrastructure plan as an excellent case study for sustainable construction, and used as a best practise case study in ICG’s Project 13 report ‘From Transactions to Enterprise’. John was a co-author and launched the ‘Alliancing Code of Practice’. 
It was this experience that led him to join National Highways in 2018 to lead delivery of the organisation’s first alliance and be a key figure on the SMP Alliance Leadership Team (ALT). John has ben the key architect for the Alliance and its strategy, with the goal of creating an industry leading way of working that will improve safety, the customer experience and deliver greater efficiency. 
Tony Slater, Managing Director, SMP Alliance
Tony Slater has demonstrable history of successful project delivery and alliancing within civil engineering and infrastructure projects. He was appointed Managing Director of SMP Alliance by National Highways in April 2020, having previously been with Balfour Beatty on both motorway and rail projects.
Based on Project 13 principles, SMP Alliance is a unique integrated enterprise comprising seven members together with a wider supplier network. The members are: National Highways as the client; Fluor as the production management partner; Jacobs and WSP as the digitally-enabled design partners; Balfour Beatty, bmJV (the BAM / Morgan Sindall Joint Venture) and Costain as the three on-site assembly partners.
Tony’s has led SMP Alliance’s mission to be a high-performance enterprise that excels in delivering multiple major schemes nationally across the strategic road network. His experience and proven ability in transforming performance through authentic and committed leadership has been central to successfully overcoming the considerable challenge of mobilising this new enterprise in the middle of the COVID pandemic, and subsequently navigating multiple significant external challenges and change factors that have impacted on the Alliance’s programme scope.
Peter Winnicott, Commercial & Procurement Director, SMP Alliance
An RICS chartered QS with 33 years in civil engineering contracting, Peter began his early career in highways before spending 14 years in the water sector working with organisations on their transition away from transactional procurement towards more collaborative frameworks and programmatic delivery. 
Peter then worked on rail and highways projects with a further focus on delivering complex schemes through collaborative approaches, working closely with the client to ensure performance and commercial sustainability for both client and contractor. Projects included Dartford Freeflow, the Managed Motorway Programme and then Commercial Director on the first Smart Motorways Programme in RIS1 2015-2020 where he oversaw £1.2bn across three major schemes.
He has been Commercial & Procurement Director since SMP Alliance was formed in 2020, bringing a passion for bringing the best out of people through opportunities, integrity in delivery and collaborative working to focus on collective success.
Harriet Buffery, Senior Commercial Manager, SMP Alliance
Harriet has extensive experience leading commercial teams on major infrastructure schemes, including multiple highways projects. She is a results-driven Senior Commercial Manager with a passion for implementing change and improving the way construction projects are managed through effective communication.
Experienced in NEC contract management with a specific focus on supply chain procurement and management, Harriet champions collaboration and is an active mentor focusing on professional development and chartership. Her previous highways experience includes Senior QS for the M3 J2-4a works between 2014-2018 before being appointed Commercial Manager M4 structures between 2018-2021.
Harriet joined SMP Alliance in 2021 as Commercial Manager for the M3 J9-14 scheme, where she led procurement and management of £70m Subcontract Packages under the NEC4 Alliance Framework with responsibility for all commercial reporting including cashflow forecasts, cost value reconciliations, applications, payments and valuations. Most recently she is Senior Commercial Manager for the National Emergency Area Retrofit (NEAR) south schemes.

Watch Here: Data & Digital Benchmarking Report Launch Event

By Melissa Zanocco, in News,

Watch the launch of the Data & Digital Benchmarking Report 2023 below to hear a run through of the results of the survey and reflections and case studies from a panel of thought leaders from across the industry.
You can access the Data & Digital Benchmarking Report 2023 here (you will need to be registered on the Project 13 Network).
The Report, produced in collaboration with Mott MacDonald, surveys members of the Infrastructure Client Group Digital Transformation Task Group, including Project 13 Adopters. This year the survey boasts:
More responses than ever before Revised questions to ensure greater relevance for organisations and the industry Suppliers included for the first time Case studies illustrating the findings The report identified four overarching cross-category insights:
Shortage of regular collaboration within and across enterprises. Poor data quality restricting the ability for individuals to consistently make effective data-enabled decisions. Traditional business models restricting the transformation of new processes and ways of working. Lack of focus on data integration causing duplication and information loss at system boundaries. Jodie Lunnon, Mott MacDonald, and @Melissa Zanocco, Project 13, ran through the results of the survey. @Mark Enzer, Chair Digital Transformation Task Group, then chaired a panel consisting of:
Roy Dahl - described how Scottish Water has formed the capital investment Digital Leadership Hub in order to help in achieving its goal of getting to site 50% more quickly.
@Nigel Stroud - explained that Heathrow is running near full capacity and so its focus is on making incremental gains while maintaining smooth business operation with the help of its Digital Asset Delivery Roadmap.
Yiu-Shing Pang - talked about how UK Power Networks has adopted a digitalisation strategy that prioritises resilience, agility and targeted efforts. It employs an Integrated Data Governance System which coordinates a community representing all departments within the organisation, facilitating a two-way dialogue between the users of digital tools and the owners of the digitalisation process.
@Miranda Sharp, Metis Digital - focused on the value of data - we are no longer just talking about the value of the tin that the data sits in but about the exploitation of data assets.
@Anna Bowskill, Allora Infrastructure - reflected on her time supporting the DTTG for the last few years and particularly picked out the thread of needing to use more accessible language around data and digital. 
You can watch the launch event here:

Launch of Data & Digital Benchmarking Report 9 February 2024 9 - 10_00-20240209_090247-Meeting Recording (1).mp4

Watch here: Project 13 Supplier Report 2023 Launch Event

By Melissa Zanocco, in News,

Watch the launch of the Project 13 Supplier Report 2023 below to hear a run through of the results of the supplier survey and reflections from a panel of thought leaders from across the industry on the results but also their personal Project 13 journeys.
You can access the Project 13 Supplier Report 2023 here (you will need to be registered on the Project 13 Network).
One of the outcomes the Project 13 global industry-change movement hopes to achieve is making the industry more sustainable overall, which includes ensuring that suppliers have more sustainable relationships. To measure this, the Project 13 Supplier Engagement Community carries out an annual survey. The report covers:
Awareness and understanding of Project 13 Principles and progress on putting them into practice Experience of Project 13, including behaviours Dealing with change in Project 13 Project 13 and productivity @Alasdair Reisner, Civil Engineering Contractors Association (CECA), and @Melissa Zanocco, Project 13, ran through the results of the survey. @Tony Gates, Sir Robert McAlpine, then chaired a panel consisting of:
@Natalie McIldowie, Jacobs, described her experience of being in an Enterprise, compared to other models, and the elements that make the experience different or better. Duncan Elliott,  Sellafield / Morgan Sindall, focused on the value that comes from partnership working and true collaboration as well as some of the key enablers that help facilitate its success. @Florence Julius, Deloitte, brought out the benefits she has identified and the value achieved from the Project 13 approach, as well as her experience advising Clients. @Darren Colderwood, Mace, talked about his perspective as having been both on the client side as well as the contractor side and the different behaviours he has observed. Alasdair Reisner explained why CECA is a partner of Project 13 and supports the Supplier Community. The panel then answered questions from the attendees.
You can watch the launch event here:

Launch of Project 13 Supplier Report 26 January 2024 9 - 10_00 GMT-20240126_090108-Meeting Recording (1).mp4

Register for Data & Digital Benchmarking Report On-line Launch Event 9 February 9:00 GMT

By Mark Enzer, in News,

The Project 13 Network invites you to join the Project 13 Digital Transformation Pillar and ICG Digital Transformation Task Group to celebrate the on-line launch of the Data & Digital Benchmarking Report 2023 on 9 February 2024.
The Report, produced in collaboration with Mott MacDonald, surveys members of the Infrastructure Client Group Digital Transformation Task Group, including Project 13 Adopters. This year the survey boasts:
More responses than ever before Revised questions to ensure greater relevance for organisations and the industry Suppliers included for the first time Case studies illustrating the findings After @Mark Enzer, Chair Project 13 Digital Transformation Pillar, introduces the report, @Melissa Zanocco, Infrastructure Client Group, and Jodie Lunnon, Mott MacDonald, will talk through the key findings of the report. This will be followed by a panel of industry thoughts leaders and practitioners sharing their views and best practice case studies including:
Roy Dahl, Scottish Water Nigel Stroud, Heathrow Yiu-Shing Pang, UK Power Networks Miranda Sharp, Metis Digital Anna Bowskill, Allora Infrastructure REGISTER for the event by emailing melissa.zanocco@ice.org.uk
The Report will be available on the Project 13 Network immediately after the event in the Library and the recording will be uploaded as soon as possible. You can find the results of the last survey here.
Please note: Third parties, including other delegates may 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.

Register for Online Project 13 Supplier Report Launch Event, 26 January 2024 9:00 GMT

By Tony Gates, in News,

The Project 13 Network invites you to join the Project 13 Supplier Engagement Community to celebrate the on-line launch of the Project 13 Supplier Report 2023  on 26 January 2024 at 9:00 – 10:00 GMT
You can access the Project 13 Supplier Report 2023 here (you will need to be registered on the Project 13 Network).
You can watch the recording of Launch Event here: 
Is awareness of Project 13 growing across suppliers? Are there any benefits to being in an Enterprise compared to a traditional model? Does it impact productivity?
One of the outcomes the Project 13 global industry-change movement hopes to achieve is making the industry more sustainable overall, which includes ensuring that suppliers have more sustainable relationships. To measure this, the Project 13 Supplier Engagement Community carries out an annual survey. Find out the results from the second survey, including the answers to the questions above, at the launch of the survey report.
After @Alasdair Reisner, Civil Engineering Contractors Association, and @Melissa Zanocco, Project 13, introduce the Report, @Tony Gates, Sir Robert McAlpine, will chair a panel of industry thoughts leaders and practitioners sharing their views and best practice including:
@Natalie McIldowie, Jacobs
Duncan Elliott,  Sellafield / Morgan Sindall
@Florence Julius, Deloitte
@Darren Colderwood, Mace
REGISTER for the event by emailing melissa.zanocco@ice.org.uk
The Project 13 Supplier Report will be available on the Project 13 Network immediately after the event in the Library and the recording will be uploaded as soon as possible.
You can find the results of the first survey here (you will need to be registered on the Project 13 Network to access it).
Please note: 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.

Project 13 Highlights from 2023

By Melissa Zanocco, in News,

Project 13 is a global industry change movement and is managed through a number of governance bodies and platforms that have been working hard throughout the year. This is a summary of some of the highlights for 2023.
Project 13 Network: the knowledge-sharing community for all those interested in delivering infrastructure differently and putting the Project 13 Principles into practice, now has over 4,600 members from across the globe. Help us to make it 5,000 by registering, if you have not already done so, or spreading the word (NB to access some of the links in this article, you will need to be registered on the Network)
Training: the first Project 13 training module, 'Introduction to Project 13', was published in Autumn. You can find out more and access it here.
Capable Owner series: Collaboration for Innovation Project 13 Governance Code Launch Project 13 Network / nPlan on accelerating the building of TRUST – watch the recording here Partner Initiatives: 
World Economic Forum: In April we celebrated the finale of the World Economic Forum / Engineering & Construction Risk Institute (ECRI) / Project 13  Collaborative Infrastructure Delivery Initiative by sharing some of the insights from the three panel series, over the last four years. There was also a case study from @Tony Slater, National Highways SMP Alliance. Get it Right Initiative (GIRI): GIRI invited @Melissa Zanocco to speak at its Autumn members' meeting. She highlighted how the two initiatives compliment each other to help achieve better outcomes for people and nature. You can read the write up here. Other Project 13 Partner Initiatives include: Conflict Avoidance Pledge, Digital Twin Hub and Engineering Construction Industry Training Board. You can find a list of them at the bottom of the About Project 13 page. Strategy: The Strategy Group, chaired by @Dale Evans, has met three times this year to provide overall direction to Project 13. It is made up of the Chairs of the other governing bodies, plus representatives from our partners.
Adopters: The Project 13 Adopter Community is Co-Chaired by @Steve Hudson and @Melissa Zanocco and has welcomed two new Adopters this year Rolls-Royce Submarines and the New Hospital Programme (and we held a Peer Review Session to act as a critical friend on their strategy to date). A list of the Adopters is available here.
The Adopters started the year doing the Project 13 Maturity Matrix assessment - it is great to measure your own maturity but even better to be able to compare with your peers.
The Adopter Forum has met twice to oversee the strategic direction of the Adopters and has held workshops on:
Maintaining High-Performing Enterprises - looking at joint HS&W strategies across the Enterprise, including the supplier ecosystem. The journey for some organisations has been from trying to get consistent H&S strategies across their own organisation to looking at having something consistent across the supplier ecosystem, with their input. The next step is having shared wellbeing strategies across the Enterprise. Relationship between Capable Owner and Integrator -  how the Project 13 Capable Owner can best interact with the Integrator to achieve optimum outcomes. Two perspectives were shared - an Adopter almost 5 years into their Enterprise and one just at the start.  Commercial models - The Adopters talked through 'wiring diagrams' showing how they have translated the Project 13 Principles into practice in their commercial arrangements, including contracts, governance and incentives.  Joint meeting with the Infrastructure Client Group Digital Transformation Task Group on de-mystifying AI for infrastructure delivery - After explaining exactly what AI is, and is not, in plain English, lots of practical examples of how the ICG members are already using AI were shared with a discussion on the potential for the future. The need to focus on outcomes and people, rather than seeing AI as the end in itself, and the need to use AI responsibly, including ethically, were some of the key messages.
  Suppliers: Earlier this year the Project 13 Supplier Engagement Community, chaired by @Tony Gates, and supported by @Alasdair Reisner, released the results of the Project 13 Supplier Survey 2022. The results of the survey for 2023 will be released in Q1 of 2024.
The Supplier Forum has met 3 times to oversee the strategic direction of the Engagement Community and has held 3 workshops to create the Project 13 Supplier Roadmap that will be published in 2024.
Both Communities come together twice a year. At the workshop in the summer we identified the top characteristics of a Capable Owner and a Capable Supplier
Development Board: chaired by @Dale Evans and supported by @Amy Reed-Gibbs, oversees the Project 13 Pillar Development Groups on Capable Owner, Governance, Integration, Organisation and Digital Transformation and has met four times to offer guidance to the activity of the Groups, including the Capable Owner event and Governance Code mentioned above.
Digital Transformation Pillar / ICG Digital Transformation Task Group: these two groups, chaired by @Mark Enzer, worked together closely on joint outputs in 2023, including the joint AI workshop above:
Data & Digital Principles for Project Success: you can watch the recording of the launch event here. Data & Digital benchmarking survey 2023: the results with be launched in Q1 of 2024. You can watch the launch event in 2022 here. Digital Twin Hub Connected Digital Twins Summit 2023: you can view recordings of the presentations here, including from members of the DTTG. The Project 13 Adopters are invited to the DTTG Peer Review Programme workshops. Highlights included:
Joint workshop with ICG Infrastructure Carbon Task Group 'How can data and digital support in enabling the achievement of Net Zero targets?' The discussion led to the following steps: start with the outcomes in mind, work back to confirm the process needed to achieve it and then identify the information requirements at each step of the process. Government & Industry Interoperability Group (GIIG)'s Management Information Platform with a case study from the Environment Agency. It is becoming clearer that in order to ensure that the right information is getting to the right people at the right time for better decisions to be made, we need to collaborate across the Enterprise / supplier ecosystem - it is not enough just to get our own house in order. It is also critical that data is independent from the technology to ensure interoperability. Apollo Protocol: Jonathan Eyre and Henry Fenby-Taylor took us through the journey they have been on to date, which is all documented in the Digital Twin Hub Apollo Protocol Network. Houses of Parliament Restoration & Renewal Data and Digital team had a Peer Review Session where ICG members act as critical friends, giving feedback on their digital journey.  UK Power Networks' Digitalisation Strategy and Action Plan. The DTTG believes that clients having Enterprise digital transformation strategies are a key lever to enabling the transformation of the industry and this is a perfect example.  East West Railway Company's approach to digital systems. Although there was lots of technical talk it all came back to people and integration. What we want is for everything to be interoperable, and preferably in an automated way, so that people have the right quality data and information that they need, in a timely fashion, to make better decisions. Joint workshop with the Department for Science, Innovation and Technology on data accessibility and data-sharing architecture - If you have a presumption of openness then it changes the culture. It does not mean that the data needs to all be open but if you encourage people to think about why they should NOT share it rather than focusing on why they should - it drives a different approach. You can read the National Highways case study on valuing their data here. ICG Infrastructure Carbon Task Group: Project 13 also holds joint workshops with the Infrastructure Carbon Task Group chaired by Rachel Skinner. Highlights from their programme this year include:
Launch of Concrete Decarbonisation Accelerator involving several of the ICG members and consisting of three streams:
Collaborative alignment – what can be done quickly and for little or no money just through consistency from the clients Pipeline of demand for concrete – understand ICG-led demand for concrete so the supplier ecosystem can invest with confidence Research into game changers that could have big impact but take longer Input to several industry initiatives:
Our Shared Understanding: a circular economy in the built environment – launched at the World Circular Economy Forum Revision of PAS2080 Low Carbon Concrete Routemap Workshops held every 6 weeks:
Resilience workshop: to discuss if our current approach to climate resilience is sufficient with guest speakers Thomas Abdallah, Metropolitan Transportation Authority, New York and Tom Burgoyne, Climate Resilience Demonstrator (CReDo) Circularity workshop: How can a group of economic infrastructure clients accelerate the move to more circular models by working together? With guest speakers Rafe Bertram, Enfield Council Meridian Water, Sara Solis, TULIPS – Green Airports and Christian van Maaren, Excess Materials Exchange Joint workshop with the National Infrastructure Commission on the National Infrastructure Assessment 2 recommendation on Natural Capital.  Joint workshop with National Infrastructure Commission and Digital Transformation Task Group on the National Infrastructure Assessment 2 recommendations:
- For government to publish a full set of outcome based resilience standards for energy, water, digital, and transport services.
- For infrastructure operators to estimate the costs of maintaining government resilience standards in the face of projected climate change to 2050.

Getting it right at the highest level

By Melissa Zanocco, in News,

Project 13 is a global industry-change movement based on a set of Principles. It stays at the principle level so that it can remain widely applicable. The Project 13 Network therefore partners with existing industry initiatives that offer practical tools and assistance to help with implementation of the Principles.
GIRI (Get it Right Initiative)
One of those partner initiatives is GIRI (Get it Right Initiative). GIRI is a group of UK construction industry experts, organisations and businesses actively improving productivity, quality, sustainability and safety in the construction sector by eliminating error.
GIRI invited Melissa Zanocco, Co-chair Project 13 Adopter Community, to speak at its Autumn members' meeting. She highlighted how the two initiatives compliment each other to help achieve better outcomes for people and nature. Below is the write up of her presentation entitled: Getting it right at the highest level. This, along with the other presentations from the event, can be found on the GIRI website here.
“Project 13 is about getting it right at the highest level for the whole built environment and has many synergies with GIRI,” said Melissa Zanocco at GIRI’s members’ meeting. “Our vision is for a built environment whose explicit purpose is to enable people and nature to flourish together for generations.”
Project 13 is one of the three core initiatives of the Infrastructure Client Group, with a community of 4,000 members, and is being adopted by some of the largest infrastructure owners. The focus is on moving from a transactional business model to more collaborative ways of building a sustainable future for the industry, creating infrastructure that delivers better value for all. 
Delivering outcomes through the system of systems
Melissa explained that the initiative is based on the concept of the built environment as a ‘system of systems’ where the links between social and economic infrastructure and the natural world are understood, and the fact that infrastructure is not about building siloed projects, but about adding interventions to the overall system.
The emphasis is on delivering a service, rather than a facility. “We don’t want a hospital, we want healthcare; we don’t want a school, we want education. Project 13 believes getting it right at the highest level is about having better outcomes for people and nature. And nature is important because if you don’t have better outcomes for nature, you won’t have better outcomes for people.”
This extends to all levels. “There’s project outcomes, community-level outcomes, national outcomes, and even global outcomes, such as the UN Sustainable Development Goals. Getting it right at the highest level is being able to see that link from how each project is helping to achieve the UN goals.”
An outcome-focused approach, Melissa explained, considers the system as whole and the best way to achieve the desired outcome. “Can you achieve it by optimising what is already there, or by modifying it? We don’t build something unless we have checked we can’t achieve the outcome in a different way. If we do build, it is understood as an intervention in the overall system rather than, as we have now, standalone, siloed projects.”
Ultimately, she said, getting it right at the highest level is about the performance of infrastructure – did we need to build it, did we build the right thing, and does it do what we want it to do?
Creating the enabling environment
Project 13 creates the enabling environment through which this can be achieved. “If we want to get things right and reduce error, lots of things need to be in place. Project 13 sees part of that as exploiting digital to the full, and that could be across the portfolio, an organisation, or the whole life of assets. Equally, digital unlocks Project 13 because you need the information and data flowing through the enterprise, across organisations.
“Then there’s carbon. You can’t hit net-zero targets if you don’t exploit digital and deliver projects differently. And if you can get these things right, underpinned by people having the right tools, skills, and capabilities, then you will get improved productivity and improved performance of infrastructure.”
Encouraging new mindsets and behaviours
Project 13 is an industry change movement because it requires a new mindset and new behaviours. “The traditional transactional parent-child approach of the industry creates silos and makes it difficult for collaboration to occur. The Project 13 enterprise model, on the other hand, is set up for long-term collaborative relationships. We talk about Capable Owners rather than clients, because we want people to start thinking differently, and asset owners have an interest in the whole life of a project and getting those outcomes for people and nature.”
A Capable Owner should articulate the outcome and the value of the outcome that they want, which is different to just the cost. When they go to market, they procure the capability to achieve that outcome, with an emphasis on innovative solutions.
An example of this is the Anglian Water Strategic Pipeline Alliance. “They didn’t go to market to procure a pipeline, they procured the capability to move water from one area to another. In this way they were able to reduce the pipeline by 25% with corresponding reductions in carbon and cost.”
Project 13 is based on five pillars and their corresponding principles: organisation (creating a collaborative enterprise), governance (of that enterprise), integration (moving away from a transactional construction approach to more of a production system) and the Capable Owner and digital transformation. “How fast you can move depends on the maturity of the latter two,” she explained.
Melissa highlighted the many ways in which Project 13 aligns with and complements GIRI, including creating the culture and working environment to get it right from the start, sharing knowledge, and early stakeholder engagement. “That way there is collective planning that helps avoid waste and rework.”
There are also commercial advantages, she explained. “Project 13 is about making the pie bigger for all stakeholders rather than everyone fighting to make their slice bigger. Stakeholders are incentivised to achieve an outcome, which allows for flexibility in case circumstances change.” It also takes advantage of constantly evolving digital technologies to find better, more efficient ways of working that make that pie bigger.”
Other Project 13 Partner Initiatives include: Conflict Avoidance Pledge, Digital Twin Hub and Engineering Construction Industry Training Board. You can find a list of them at the bottom of the About Project 13 page.

Watch here: Project 13 / nPlan Trust Panel Discussion

By Melissa Zanocco, in News,

Watch the Project 13 Network / nPlan panel discussion on the topic of how to accelerate the building of TRUST. 
ACCESS the recording here – you will need to enter your details.
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. Our current processes, systems and relationships have led us to a culture in which we are regularly in conflict with each other and we do not raise issues until it is often too late to mitigate risks appropriately. 
The Project 13 Principles, the Cabinet Office’s Construction Playbook and the Infrastructure & Projects Authority’s Transforming Infrastructure Performance all call for long-term, collaborative relationships.  Trust is a huge component of building collaboration, but people cannot build trust just by saying ‘trust me’ or writing it into a contract. 
@Melissa Zanocco chaired the panel discussion and talked about how a Project 13 Enterprise is set up to help with building trust.
Beth West, CEO East West Rail, talked about the ‘Trust Equation’ and how clients can build trust with their supplier ecosystem – trying to change the parent-child transactional, relationships.
@Tony Slater, Programme Director, National Highways’ Smart Motorways Alliance, talked about building relationships and trust at the lower levels of the supplier ecosystem below what we would traditionally call the Tier 1 and 2s.
Dr @Jas Kalra, Associate Professor of Operations & Project Management, The Manchester Metropolitan University and member of Project 13 Supplier Engagement Community talked about his research into building trust between suppliers and gave examples of it in practice.
Andy Brown, Group Chief Sustainability Officer, Anglian Water Service, described the lessons he has learned from his community engagement work for Anglian Water – building trust with the public and getting their feedback and input to Anglian’s business plan and projects.
Dev Amratia, Co-founder and CEO, nPlan, gave practical examples of how having the right data changes the discussion that can be had between various parties, including between the project and the Board looking for investment or between clients and suppliers building trustworthy relationships more quickly.
ACCESS the recording here – you will need to enter your details.

Project 13 Bev Waugh Award

By Amy Reed-Gibbs, in News,

ICE has opened the call for nominations to the ICE Awards 2024, including the Bev Waugh Award for productivity, which is of particular relevance to Project 13 Network members.
ICE is encouraging Project 13 partners to nominate candidates for the award, which focuses on productivity, culture. It celebrates the success of a leader or an individual that brings people together, embodies teamwork, togetherness, and is value driven in mindset.
About the Bev Waugh Award for Productivity
The Bev Waugh Award was introduced in 2021 and aligns with ICE’s commitment to transform the productivity of civil engineering by acknowledging a leader or individual who has had a positive impact on joint teamwork. The award will specifically seek to recognise a leader or individual who quietly broadens the perspective of the team, leads with kindness, values the views of others, and constructively questions the status quo to create a people-centred ‘best for project’ culture.
How to nominate
Nominations for the Bev Waugh Award close on 13 February 2024 and must be submitted to the ICE via the ICE Awards website. Nominations should make the best case possible for the submitted leader or individual and should provide enough detail to give the Awards Committee a full picture of the nominee and their achievements. Note that nominations must be endorsed by an ICE member, and self-nominations will not be accepted.
The awards ceremony will be held in October 2024 at ICE’s Great Hall in One Great George Street, London. It marks a fantastic occasion, and an opportunity to recognise outstanding civil engineering achievements and contributions to the profession and the institution.
Find out more
Visit the ICE Awards webpage. Questions about the Bev Waugh Award and how to nominate a leader or individual can be directed to knowledge@ice.org.uk.

Register for Project 13 / nPlan Hybrid Trust Panel Discussion, 22 November 2023

By Melissa Zanocco, in News,

The Project 13 Network, in partnership with nPlan, invites you to a hybrid panel discussion event on the topic of TRUST, on 22 November 2023 at 9:00 GMT
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. Our current processes, systems and relationships have led us to a culture in which we are regularly in conflict with each other and we do not raise issues until it is often too late to mitigate risks appropriately. 
The Project 13 Principles, the Cabinet Office’s Construction Playbook and the Infrastructure & Projects Authority’s Transforming Infrastructure Performance all call for long-term, collaborative relationships.  Trust is a huge component of building collaboration, but people cannot build trust just by saying ‘trust me’ or writing it into a contract. 
This event will look at the different types of trust – between client and supplier, between suppliers working in an Enterprise and between the client and the public / community – and various techniques and tools to help build it at speed, including leveraging data and information.
We are pleased to announce a stellar line up on the panel, chaired by @Melissa Zanocco, Infrastructure Client Group / Project 13:
Beth West, East West Rail @Tony Slater, National Highways  Dev Amratia, nPlan Andy Brown, Anglian Water @Jas Kalra, Manchester Metropolitan University There are a limited number of places in person in the UK on a first come first served basis.
Location: Fora - Borough, 180 Borough High Street London SE1 1LB
Programme (times in GMT)
8:15 Doors open & breakfast
9:00 Panel Discussion
10:00 Networking: 10 am
11:00 Doors close 
The event will also be live streamed. We will be recording the event and the recording will be uploaded to the Project 13 Network as soon as possible.
Please note:  Third parties, including other delegates, may 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.

Watch Here: Data & Digital Principles for Project Success Launch Event

By Melissa Zanocco, in News,

Watch the launch of the Data & Digital Principles for Project Success below to hear a run through of the Principles, how they were created and thoughts from a panel of thought leaders from across the industry and Government.
You can access the Data & Digital Principles for Project Success here (you will need to be registered on the Project 13 Network).
The Data and Digital Principles for Project Success are intended as core propositions or ‘basic truths’, to be used to guide thinking and behaviour in project delivery. They are intended to sit alongside the Infrastructure & Project’s Authority Principles for Project Success. Designed as short, memorable headlines unpacked by supporting bullets: a quick guide for practitioners on things to get right for any project to succeed. The eight principles were developed following consultation with project professionals across the Infrastructure Client Group and Project 13 Adopter stakeholders and beyond.
@Melissa Zanocco, Infrastructure Client Group, and @Anna Bowskill, Mott MacDonald, introduced the Principles and cross-referenced to other industry initiatives including the Project 13 Principles, the Infrastructure and Projects Authority's Transforming Infrastructure Performance: Roadmap to 2030. and Cabinet Office’s Construction Playbook.
@Mark Enzer, Chair, ICG Digital Transformation Task Group, then chaired a panel consisting of:
@Will Varah, EY, who was previously at the IPA and is one of the instigators of the Principles, having recognised that it would be useful to have data and digital principles to sit alongside the IPA Principles for Project Success.
Ian Gordon, Arup, attended the original workshop to create the Principles and has been on the journey with the ICG Digital Transformation Task Group, having worked at both National Highways and the Houses of Parliament Restoration and Renewal initiative.
@Richard Lennard, Sellafield, who sits on the Infrastructure Client Group Management Board and is the Sponsor for the ICG Digital Transformation Task Group, as well as one of the Early Adopters of Project 13, gave his thoughts on the importance of speaking in plain language that non-digital experts can understand and embrace.
Sonia Zahiroddiny, HS2, spoke from a client’s point of view and her experience of putting the principles in practice across her career at HS2, particularly picking up on the need to focus on outcomes and purpose and the importance of culture and people, including the end-users.
@Jo Ellman-Brown, Infrastructure and Projects Authority, gave a perspective from Government, across projects, life-cycles and sectors, with the aim of transforming the way projects are delivered and how we can learn from the data to not make the same mistakes.
You can listen to the launch event below

Data & Digital Principles for Project Success Launch Event-20231101_090603-Meeting Recording (1).mp4

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