Jump to content

Adam Kirkup

Administrators
  • Posts

    34
  • Joined

  • Last visited

  • Days Won

    15

Adam Kirkup last won the day on July 7

Adam Kirkup had the most liked content!

Reputation

22 Excellent

1 Follower

Recent Profile Visitors

The recent visitors block is disabled and is not being shown to other users.

  1. Really insightful article here Simon. We have various productivity groups at ICE and I will share this piece with them. I'm sure it will help develop their thinking.
  2. What competencies, skills and experiences are required by leaders in a Capable Owner organisation? How does an Owner find these individuals and what barriers might it face to securing them? Project 13’s Capable Owner working group has published considered advice on the composition and recruitment of leadership teams. The Identifying & recruiting infrastructure leaders report reflects the research and discussions that took place during the Capable Owner working group on the skills and experience required by the leaders of Owner organisations. It suggests factors to consider when recruiting such individuals, and practical steps that an infrastructure organisation should take to maximise its chances of recruiting the best leadership possible? About the report Between July and October 2017, the Capable Owner working group of Project 13 considered the necessary qualities, capabilities, and behaviours of infrastructure Owners. It summarised its findings in a Capability Maturity Model. This model provides an effective tool by which an Owner can evaluate its current approach and measure its progress towards Capable Owner status.  In parallel, the Capable Owner working group explored the competencies of leaders within Owner organisations as ultimately it is they who will set the goals, priorities and culture to ensure the Owner organisation achieves its specified outcomes.  Regardless of whether they are employed directly by the Owner or come from a consultancy, integrator or supply chain partner, the quality of leaders is vital. Selecting them and ensuring that they operate effectively is one of the most important decisions the Owner organisation will make.   So, what competencies, skills and experiences are required by leaders in a Capable Owner organisation? How does an Owner find these individuals and what barriers might it face to securing them?  To answer these questions, the Project 13 Capable Owner working group with the support and facilitation of Professor Graham Winch and his team from Alliance Manchester Business School, examined the skills required by leaders in a Capable Owner organisation in the infrastructure sector. The report and its conclusions can be downloaded via the resources section of the Project 13 Network website Please note that you must be signed in, or register as a member of the Project 13 network to access this report. It is free to become a member, and you simply need to complete the simple registration details here
  3. Melissa Zanocco, ICG Head of Programmes, summarises the highlights from the latest Digital Maturity Benchmarking Report, illustrating that UK asset owners and operators accelerated their digital transformation in reaction to COVID-19. The findings of the Infrastructure Client Group (ICG) Digital Benchmarking Report 2020, which provides a snapshot of digital maturity from members of the ICG’s Digital Transformation Task Group (DTTG), show that digital maturity increased by around 20% relative to last year driven particularly by improvements in digital transformation and asset management. The report, produced by Mott MacDonald for the ICG using data from the Smart Infrastructure Index, surveyed leading asset owners and operators from the transport, energy, defence and water sectors representing more than 40% of the national infrastructure and construction pipeline, including Project 13 Adopters. It showed that those with a clear digital strategy, who had already embraced the need for transformation, were much better positioned to ride out the storm and capitalise on the new digital-first normal. Benefiting from three times as many responses as last year and involvement from the new Buildings Client Group, the report represents the most comprehensive benchmark yet of digital maturity across UK infrastructure and the built environment. Highlights from the report include: +10pts improvement in digital strategy and plans. Twice as many organisations had an empowered network of digital change agents. +17pts increase in standardisation and automation. Only 36% were confident most decisions were informed by evidence, not instinct. 77% say poorly organised information prevents them from realising its full value. There have been dramatic improvements in some of the areas tested hardest by the COVID-19 pandemic - resilience, how well risks to service were handled, and security – as organisations were forced to adopt remote and online working at speed. The members shared how this has strengthened the business imperative for digital transformation, with initiatives that previously might have waited months for approval being rolled out almost overnight. In this way COVID-19 has served as a digital accelerator, forcing to the front what many held as a long-term priority. Mark Enzer, Chair ICG Digital Transformation Task Group and Chief Technical Officer, Mott MacDonald said: “ Digital Benchmarking Report 2020 Read the report here to learn more about its findings related to the six cross-cutting themes: organisational alignment; adopting effective operating models; unlocking investments; the human challenge; digital twins; and short-term pressure: the impact of COVID-19 on digital transformation. Melissa Zanocco is Head of Programmes for the Infrastructure Client Group
  4. Analysis of seven major programmes by Project 13 has revealed a golden thread of seven key features that drive integration which it says is at the heart of improved decision making and better outcomes. This analysis features in the new Project 13 Integration paper discussing integrating processes and information within project teams. Click here to read the full Project 13 Integration Report The Project 13 Integration Board analysed how schemes, from construction of Stratford East Village to development of Highways England’s Business Information Framework successfully used integration to deliver better results. This revealed the elements that were common and that allowed the projects to successfully integrate their processes and information. These the board have categorised as enabling features or core technical features. Under enabling features, all of the programmes had: Capable owners that had clear business objectives that set out to adopt integrated approaches to delivery Governance and metrics were used to monitor the delivery of the programmes and satisfy owners that the business objectives were being achieved. Organisation and culture was established at the outset to support integrated working. Under governance and metrics for example, GSK’s Factory in a Box used full scale trials of the erection of a factory to demonstrate that the approach would work in a developing country using local labour. The core technical features are: Product development - the case studies suggesting that the first step in implementing integrated processes is to define a project as a set of products. Process development - successful integration meant teams developed their production processes in parallel with the detailed engineering of the projects. The emerging production process were usually led by the owner and its contractors which influenced the engineering, details of components and arrangement for transporting them and fixing them in place. Supply and logistics – where the case studies demonstrated that not only streamlined delivery of materials was critical but also the workforce. Information architecture – a common thread was the ability to access shared information that could be instantly consolidated to create real time data on progress. Under core technical features the Project 13 Development Board highlights as an example construction of HMS Queen Elizabeth. The warship was conceived as nine functional modules built in six different shipyards and then towed to Rosyth Dockyard for assembly. Programmes studied were: Empire State Building –opened in 1931 and still groundbreaking Stratford East Village – two 23 storey residential towers build using production techniques developed by Mace Factory in a Box – GSK’s development of pharmaceutical manufacturing plants using standard components HMS Queen Elizabeth – production techniques to improve productivity in construction of a very large warship Highways England Business Information Framework – development of standards and processing for integrating information across all its major programmes Strategic Pipelines Alliance – Anglian Water’s strategy for delivering £650M investment in improving resilience of water supply Construction to production – developed by Drees & Sommer of processes and systems for productionising design and construction. Click here to read the full Project 13 Integration Report
  5. Melissa Zanocco, Head of Programmes, Project 13, provides an update on the growing number of Project 13 adopters. 2020 was an important year for Project 13: its partnership with the World Economic Forum, a growing community and, most significantly, the continued increase in Project 13 adopters. From the initial four early adopters I began working with shortly after the launch of the project in 2018, the adopter group has in 2020 expanded to 13 infrastructure programmes. The group now includes: Anglian Water Strategic Pipeline Alliance Environment Agency Next Generation Supplier Arrangements Heathrow Expansion National Grid London Power Tunnels Network Rail Transpennine Route Upgrade Sellafield Programme and Project Partners Sydney Water Partnering for Success Yorkshire Water Capital Programme Delivery British Antarctic Survey East West Rail Openreach Fibre First Devonport Royal Dockyard Anglian Water Cambridge Waste Water Treatment Plant relocation This is a fantastic cross-section of organisations that are all sharing their experiences and learning across the group as they adopt the Project 13 principles. A critical component of Project 13’s success is that it is sponsored by the Infrastructure Client Group (ICG), which ensures that we have owner organisations championing and driving the shift to new delivery models. More than half of the ICG’s members are Project 13 adopters. This significant increase in projects and programmes adopting Project 13 illustrates that the principles clearly resonate across infrastructure. From adopter group to community As Project 13 transitions from a UK initiative to a global movement, the early adopter group is on its own transition to becoming the Project 13 adopter community. With its growing number of adopters, the community is looking forward to interacting across a wider group of stakeholders internationally – enriching the learning and sharing. Project 13 is about highly integrated enterprises working collaboratively across the supplier ecosystem to deliver better outcomes. It is therefore fitting that the community will now be made up of representatives from across the adopter enterprises rather than just the owner organisations. It will also be in regular contact with the Project 13 supplier readiness group and will nominate representatives to sit on it to ensure that suppliers who are not yet operating in an enterprise can benefit from their shared learning. In addition, the community provides important learning and feedback to the Project 13 development groups to ensure that the initiative is constantly evolving and reflecting best practice across the industry. Recap: what is Project 13? Project 13 is an industry-led movement to improve the way in which high-performance infrastructure is delivered. It moves from transactional business models to collaborative operating models. Adopted by some of the UK’s largest infrastructure owners, it brings together skills and technologies in a collaborative environment. As well as creating a more highly skilled workforce and infrastructure that represents better value for all, it contributes to building a sustainable future for the construction industry. What is a Project 13 adopter? They are organisations that intend to adopt Project 13 principles on a project or programme as part of a strategy to deliver better customer outcomes. Adopters become an integral part of the overall Project 13 initiative and benefit from being part of a shared best-practice community. The adopter programme provides Project 13 – and more broadly the ICG – with continued learning, enabling the continued development of Project 13 knowledge and tools. In applying the principles of Project 13, adopters get additional support from the ICG. What is the Project 13 adopter programme? The purpose of the adopter community is to create a forum for the direct exchange of learning and best practice across owners or enterprises adopting Project 13 principles and to provide peer-to-peer guidance and support. The programme consists of: Project 13 adopter community forum Programme of themed workshops with topics decided by the adopters themselves Adopter/supplier readiness joint meetings Peer group hubs on specific topics or themes Peer review programme Site visits Events and workshops If you are interested in becoming a Project 13 adopter and joining the community then please contact me at melissa.zanocco@ice.org.uk
  6. Melissa Zanocco, Head of Programmes, Project 13, discusses the importance of the alignment between the Construction Playbook and the Project 13 Principles to the transformation of the industry. Project 13 welcomes the publication of the Construction Playbook, which aims to embed a new approach to the procurement and delivery of construction projects and programmes. As well as aligning with the overall Project 13 approach, the Project 13 principles are recommended in several places. The Playbook contains 14 main policy changes to drive the government’s agenda of "better, faster and greener delivery", including: Incentivising the industry to innovate by setting clear and appropriate outcome-based contract specifications, rather than defining upfront how infrastructure should be delivered Developing a consistent and mutually beneficial relationship with industry, moving away from a confrontational approach towards stronger relationship and contract management that will deliver continuous improvement over time Further embedding digital technologies to standardise the approach to generating and classifying data, data security and data exchange, and to support the adoption of the Information Management Framework and the creation of the National Digital Twin Better benchmarking to understand the whole life cost, value of a project and get an estimate range of what projects should cost Better allocation of risk between the sector and public buyers to mitigate risk being inappropriately managed or passed down the supply chain Based on the Outsourcing Playbook, the Construction Playbook has been developed over several months with industry and government collaborating through weekly workshops with Dale Evans, chair of Project 13. Implementation Project 13 is part of the Infrastructure Client Group (ICG) programme and is therefore a key vehicle for achieving the objectives of the Construction Leadership Council's Infrastructure Industry Working Group, led by the ICG. The group is governed by a programme group that includes senior representation from the Construction Playbook and so Project 13 will continue to play an active role in the extensive implementation plan. The Playbook is mandatory for all central government and arm’s length bodies (such as Highways England or Network Rail). It will be rolled out on a 'comply or explain' basis, with a Cabinet Office team monitoring and guiding implementation. It is therefore a significant step for Project 13’s aim of transforming the industry. Dale Evans, chair of Project 13, said: "The Construction Playbook is a really important step that provides clear and progressive direction on how government wants to work with construction. Project 13 is highly aligned with the principles set out in the Playbook and we look forward to supporting the next phase." Nirmal Kotecha, chair of the ICG management board and CLC task force member, said of its focus on an outcome-based approach: "Defining clear outcomes from infrastructure investment is going to become a key competence for clients in future and this will form the basis for driving significant change in the way we procure and commercially incentivise organisations through the value chain to ensure they are fully aligned in the pursuit of the desired outcomes."
  7. 2021 will see continuing impetus in the partnership between Project 13, the World Economic Forum and the Engineering and Construction Risk Institute to improve the quality and performance of infrastructure projects through the adoption of collaborative delivery models. Project 13 was initiated by the UK’s Infrastructure Client Group. In partnership with the World Economic Forum (WEF), Project 13 aims to help underpin collaboration, particularly as the world looks to infrastructure investment as an important part of the recovery from Covid-19. Governments looking to stimulate economies via infrastructure investment will want to make sure every penny counts. Old-school transactional, confrontational procurement will not deliver on that aim and the WEF is advocating a fresh approach. Oliver Tsai, platform curator at the World Economic Forum, said: “In our discussions with industry and government leaders about key objectives for the infrastructure sector, limitations of the conventional delivery model have consistently been identified as a challenge to improving outcomes in sustainability, resilience and technological innovation.” Following the 2020 annual meeting in Davos, the WEF launched its Collaborative Infrastructure Delivery Initiative , which seeks to address imbalances in risk sharing under current contract structures and improve collaboration between the public and private sectors. The WEF has partnered with Project 13 and the Engineering and Construction Risk Institute to advance the adoption of best practice in collaborative infrastructure delivery. The partnership between the World Economic Forum and Project 13 was officially announced in May 2020. Under this initiative, a series of online panel discussions and workshops to promote collaborative principles and the Project 13 approach among international project owners, engineering and construction companies, clients, partners and other industry stakeholders started in May 2020. It will continue in March 2021 with a panel consisting of infrastructure financiers and investors. The elements of Project 13 that will particularly help to meet the WEF’s ambitions are: Its focus on delivering better asset performance through a focus on outcomes rather than price Its collaborative procurement approach, using aligned supply chains to work together as an enterprise set up to deliver on those outcomes Its ability to better allocate risk. Tsai said: “An imbalance in risk allocation between public and private sectors under traditional contract structures poses a significant challenge to effective delivery and performance of infrastructure projects and it inhibits much needed innovation in the industry." The aims of the joint programme are to build a global community of proponents of collaborative delivery, to improve understanding of the challenges involved and to investigate and prioritise solutions needed to drive reforms in the infrastructure sector. Through the workshops, the WEF is aiming to build a community of advocates of collaborative delivery models. The intention is to work with all parts of the value chain in recognition that the change demanded requires a joined-up response. There will be a focus on specific groups or geographies where appropriate, with feedback from each workshop informing the next steps as an ongoing development process. “We are delighted that the Project 13 principles first set out by the Infrastructure Client Group are resonating with the global infrastructure community,” said Project 13 Chair Dale Evans. “The WEF partnership provides us with the opportunity to increase the potential sources of learning that will benefit all Project 13 practitioners.” Project 13 was launched in the UK in 2018 by the Infrastructure Client Group – a community of the UK’s most progressive infrastructure investors, government and industry. Along with the WEF, Project 13 has been adopted by clients including Network Rail, the Environment Agency, Heathrow, National Grid, Openreach, Anglian Water, East West Rail, Yorkshire Water, Sellafield Ltd, Sydney Water and British Antarctic Survey. About Project 13 Project 13 aims to shift the delivery of infrastructure to focus more clearly on outcomes for society. Achieving this will also help to boost productivity and certainty in delivery and to support a more sustainable, innovative, highly skilled construction industry. Key to it is the adoption of enterprise delivery models for infrastructure programmes and projects, moving from transactional, cost-driven procurement to value-driven, collaborative enterprises. Project 13 is underpinned by a framework of five capability pillars: capable owner, enterprise governance, organisation, integration and digital transformation. There are associated Project 13 principles and a maturity matrix that explains the journey necessary for participating organisations. Project 13 and the Infrastructure Client Group are hosted by the Institution of Civil Engineers.
  8. A major ICE-commissioned review explains how systems thinking can be used to improve the delivery of complex infrastructure projects, citing the Project 13 approach and the Principles underlying it. Download A Systems Approach to Infrastructure Delivery The current approach to delivering complex infrastructure projects is facing obsolescence. The sector is struggling to deal with projects that require complex systems to be planned, delivered and, most importantly, integrated to provide the mobility, energy, sanitation and other infrastructure services on which people depend.In these projects, traditional civil engineering, while still a large capital cost, exists to support a system that is made up of multiple physical, digital and human components. A new tunnel, for example, exists to support a system such as a railway that includes physical trains, stations and track; digital signalling, safety and communications; and human components such as the procedures followed by drivers. At the report's launch, Andrew McNaughton, steering group chair and former SYSTRA group chief operating officer, said: Interconnectivity is influencing infrastructure The use of technology to maintain and operate infrastructure networks means that interconnectedness has grown substantially in recent decades. Today, even relatively small projects are best seen as interventions into existing complex systems that provide the services needed by millions of people. In the future, the increasingly technology-based functionality of infrastructure systems will mean that a different mix of skills will be needed to execute these interventions. Access to infrastructure services has never been more important. Delivering the UN's Sustainable Development Goals, executing the transition to a net-zero economy and levelling up economic opportunity between countries and regions are all vital for our future. This report is a review into the benefits of applying systems thinking to the delivery of complex, major infrastructure projects and brings together a literature review and 30 interviews with project practitioners from the infrastructure, aerospace, defence, oil and gas, and technology sectors. ICE has used this insight to create a Systems Approach to Infrastructure Delivery (SAID), a model that can be used to help deliver better outcomes for infrastructure owners and users. Find out more about the SAID report and model by revisiting the ICE Strategy Session: A Systems Approach to Infrastructure Delivery. ICE_Systems_Report_final.pdf
  9. Mark Hansford, ICE director of engineering knowledge, explains why Project 13 is central to efforts to rebuild a more productive, sustainable construction industry post-Covid-19. Led by the Infrastructure Client Group and supported by ICE, the industry-wide change programme Project 13 is intended to improve outcomes for the public and infrastructure customers, deliver a more highly skilled, innovative workforce and create a more sustainable, productive construction industry. The collaborative enterprise business model officially moved into its implementation phase in May 2018. Back then, in the immediate aftermath of the collapse of UK contracting giant Carillion, it was hard to argue that existing business models were not broken. Fast forward two years and introduce the biggest shock to the construction industry in living memory – Covid-19 – and the call for change is deafening. Embedding more collaborative working between the industry and its clients, building on initiatives such as Project 13, is a key plank of the Construction Leadership Council’s recovery plan for the construction sector and it is easy to see why. The reasons for embracing Project 13 are compelling. At its heart, it advocates delivering projects through enterprises – long-term relationships between owners, investors, integrators, advisers and suppliers – and aligning all involved around a set of agreed outcomes that they then work collaboratively towards achieving. Delivery through enterprises To be clear, these outcomes are customer outcomes. This, says ICG Project 13 Chair Dale Evans, ensures that the voice of the customer is clearly articulated and investment is focused on its needs. “Outcomes provide the starting point for engagement and creating alignment between the owners of infrastructure and the deliverers,” he says. The Project 13 philosophy is also based on earlier engagement between infrastructure owners and integrated supply chain teams. Evans places emphasis on the word 'integrated' here. “These integrated teams can then support the application of innovative technology and more productive methods of delivery, such as manufactured solutions, thereby enabling continuous improvements in productivity,” he says. Lastly, Project 13 promotes a more sustainable construction industry. It aims to change the business model, connecting infrastructure owners and their supply chains to one that jointly incentivises performance; aligns reward with delivery of outcomes, not on volume of work done; and promotes greater understanding of cost drivers and risk across all organisations in the enterprise, with commercial incentives for collaboration to jointly mitigate risk, not transfer it. So how is Project 13 faring? It's doing well, according to early adopters of the philosophy at ICE's Strategy Session, Turning Theory into a Reality. There, adopters ranging from Network Rail in the UK to Sydney Water in Australia described how the Project 13 principles were being brought to bear on major infrastructure programmes. Still, it is not as simple as going home on a Friday night in an old model and turning up at work on Monday and instantly converting to the Project 13 way of working. Both Network Rail's and Sydney Water’s Project 13 enthusiasts make clear that real and bold leadership is required to move to these new delivery models and that all organisations – and all of us individually – have to be prepared to tackle some of the key blockers along the way. It’s clear and obvious that moving to an enterprise approach requires owner commitment from the outset and that the approach has to be developed by working much more closely with partners. An environment must be created where all involved collectively pursue the clear benefits of greater integration and collaboration. A focus on the cultural and behavioural aspects is an essential part of creating this environment – and in overcoming some of the behaviours embedded in our traditional thinking.
  10. Project 13 has formed an exciting new partnership with the World Economic Forum. What does this mean for the future of the initiative? Following constructive engagement throughout 2019 and at the recent World Economic Forum (WEF) Industry Strategy Annual Meeting, Project 13 has been selected as a flagship initiative supported by the WEF’s Platform for Shaping the Future of Energy, Materials and Infrastructure. The partnership This new partnership represents a significant and welcome step for Project 13. It demonstrates that the principles first set out by the Infrastructure Client Group resonate with the global infrastructure community, providing further impetus for their adoption. It also provides us with the opportunity to significantly extend the active participants of the Project 13 network, increasing the potential sources of learning that will flow from adopters to the wider community of practitioners. The WEF’s Platform on Shaping the Future of Energy, Materials and Infrastructure is focused on the transition to net-zero carbon, resilience and wellbeing, which aligns well with the objectives of Project 13, in particular the need to focus on outcomes for end users. The platform, a focal point for discussion, starts with the premise that there are big challenges when it comes to urbanisation and the future delivery of infrastructure. While nobody has all of the answers yet, there is a lot of thinking going on around the world. The platform aims to coordinate this thinking to ensure that when tangible action and policy measures are ready to be made, they are done in a coordinated and collaborative way across the public and private sectors right across the globe. The platform shares the same ethos as Project 13 – that by looking at case studies worldwide and sharing best practice, the infrastructure ecosystem will be in a better place to advocate and provide guidance on the changes needed to deliver impact at scale. As part of the partnership, I was invited to participate in the WEF Industry Strategy Meeting on 25-26 March, along with Mark Enzer, Project 13 digital transformation lead. The discussion focused on the barriers to industry transformation and the innovative strategies that can be employed to overcome the unprecedented challenges faced by the infrastructure and urban development industries in these challenging times. Katherine Davisson, head of the Platform on Shaping the Future of Energy, Materials and Infrastructure, said: “We are delighted to partner with Project 13 given its pioneering work and thought leadership in advancing enterprise delivery models and collaborative principles for infrastructure projects. We share its aim of improving outcomes surrounding the delivery of sustainable and resilient infrastructure and look forward to supporting Project 13 in its next phase of development.” Recap: what is Project 13? Project 13 aims to shift the delivery of infrastructure to focus more clearly on outcomes for society. Achieving this shift in thinking will also help to boost productivity and certainty in delivery and to support a more sustainable, innovative, highly skilled construction industry. The key shift required as part of Project 13 thinking is the adoption of enterprise delivery models for infrastructure programmes and projects, moving away from transactional, cost-driven procurement to the creation of value-driven, collaborative enterprises. From the initial research phase onwards, when exemplar projects provided our initial evidence base, Project 13 has demonstrated that enterprise models deliver significantly better performance. This study of industry best practice gave us the framework for moving towards enterprise delivery, including: Five capability pillars (capable owner, enterprise governance, organisation, integration and digital transformation) The associated Project 13 principles A maturity matrix that recognises that for participating organisations this is a journey not an overnight shift. This clear framework also recognises that application will vary in line with required project outcomes, the organisations involved and their relative maturity. As well as aligning with the World Economic Forum focus on resilience, Project 13 also aligns with other industry drivers, including the need to improve sustainability in infrastructure delivery. Some of the exemplar Project 13 projects, such as Anglian Water’s @one alliance, have demonstrated how stretching sustainability targets can be delivered alongside productivity and efficiency – the @one alliance reduced capital carbon by more than 50% across the investment programme. The Project 13 focus on outcomes also enables the opportunity presented by digital transformation, probably the single biggest opportunity for our industry in generations. Engaging with partners and the wider ecosystem to deliver outcomes, rather than to just deliver a specified engineering scope, opens up the opportunity for intelligent solutions and highly optimised infrastructure systems. As Project 13 has developed, a number of infrastructure owners have become early adopters, including Heathrow, Sellafield Ltd, the Environment Agency, Anglian Water, Sydney Water, Network Rail and the National Grid. Other owners, such as Highways England and Yorkshire Water, are now looking to embed the Project 13 principles into their programmes of work, including the Smart Motorways Programme. A focus on outcomes In all cases, these owners have placed a greater emphasis on delivering better outcomes for their customers. Having clearly articulated those outcomes, they have then set out to select and integrate partners with the right technical and behavioural capability and deliver through high-performing integrated teams. As an example, Heathrow is aiming to integrate the wider ecosystem of delivery partners, including specialist suppliers who can add greater value through earlier involvement in the development process. The use of regional logistics hubs will extend this involvement and support modern methods of construction. These sites are key to kickstarting the nationwide benefits that Heathrow expansion would bring – creating jobs and economic opportunities up and down the country, years before the additional trade and tourism that would follow from unlocked runway capacity. John Holland-Kaye, chief executive of Heathrow, spoke at the WEF’s 2020 annual meeting in Davos in a session with industry executives and government officials, and highlighted the collaboration benefits of being a Project 13 early adopter. As Project 13 principles have been adopted by various organisations, the learning process has been extended and it has progressed from an initiative to a movement. The task now is to continue this collective learning and knowledge-sharing process, ensuring existing and future Project 13 network members are supported with current understanding and knowledge as they go on their enterprise journey. The WEF partnership is a significant enabler in this overall aim.
  11. What are the Project 13 principles and how can they be applied? In the two years since the publication of the original report in 2016, Project 13 developed from an initiative to a movement. The direction advocated by Project 13 in Transactions to Enterprises clearly resonates across a broad swathe of our industry. This has led many organisations to test their capability and strategy against the initiative. The formal early adopters have committed to use the Project 13 approach to deliver all or part of their programmes, including Sydney Water as the first international adopter. Then there are those who have used the maturity matrix to test their current approach, with the resulting gap analysis used to inform capability development plans. The five pillars of Project 13, identified as features in the research phase and that operated as workstreams in the development phase, underpin the Project 13 principles: 20 Project 13 is a new approach to delivering infrastructure – it's not a form of contract or a detailed tick list. The pillars and principles are clear but their application will clearly vary in line with the required outcomes, organisations and relative starting points. To develop ever-increasing levels of specific detail would restrict the circumstances under which the principles could be adopted and make the framework relevant to fewer organisations. Moving to this new approach can be managed effectively by using the pillars and principles as the framework for change, provided this doesn't become a selection of those principles that feel achievable and avoidance of those that look more challenging. The principles describe an overall approach and a shift and aren't intended to be a pick list. This webinar adds more depth for those who want to get a better understanding of the Project 13 principles.
  12. ICE and government representatives share how Project 13 principles can be put into action in New South Wales. Published 29 March 2019 The Australian infrastructure industry has gained more insight into Project 13 and NEC thanks to a visit from senior ICE, government and NEC4 representatives. ICE, international law firm Minter Ellison in Perth and Michael Ward, British consul general and UK Department for International Trade in Sydney, recently hosted two boardroom discussions led by ICE Director General Nick Baveystock, Steven Evens, Australia NEC representative and Peter Higgins, NEC4 board chairman from the UK. Project 13 is an industry-wide and industry-led movement to change infrastructure delivery models and provide better outcomes for the public and customers while moving to a more sustainable and collaborative business method. The NEC is a suite of collaborative contracts used extensively in infrastructure projects in the UK, Hong Kong, New Zealand and many other countries. Baveystock said: “The launch of Project 13 is the chance for industry and government to change how we deliver our infrastructure. Developed between industry, clients and government over a number of years, it places customers at the heart of our national infrastructure programme, focusing on the social and economic value that infrastructure can provide over the long term.” Why Project 13 is important Project 13 sets out a delivery model based on effective collaboration between client organisations, contractors and other delivery partners. It’s backed by several significant promoters in the UK, including Anglian Water, the Environment Agency, Heathrow Airport and National Grid. The Project 13 website provides organisations with the tools and training to adopt this new business model. These include the Commercial Handbook and the Project 13 Blueprint, which provide detailed guidance to help businesses shift their thinking and commercial strategies. NEC and collaborative contracting Evans and Higgins discussed the benefits of collaborative contracting and how adopting the NEC suite of contracts could help the New South Wales (NSW) government to achieve the aims of the Construction Leadership Group (CLG). The Premier of New South Wales established the government CLG, led by Infrastructure NSW, to drive reform in the development, procurement and delivery of government-led infrastructure and building projects. As part of that reform, in June 2018 the CLG prepared and issued the NSW Government Action Plan, a 10-point commitment to support the construction sector. Point 1 of that plan is a commitment to more collaborative contracting arrangements. Plain English contracts While traditional contracts are complicated and penned in legalese, the NEC suite is written in plain English and founded on the three key principles of clarity, flexibility and stimulating good management. NEC promotes proactive collaboration, transparency, early warning and appropriate allocation of risk. It offers a range of pricing models including incentives for early completion and sharing of cost savings. Evans said: “With the NSW government recognising that collaborative arrangements in construction result in better project outcomes, I hope to build on the initial interest in NEC to encourage more widespread adoption of the contract for the benefit of all stakeholders.” Peter Clayton, partner at Pinsent Masons (HK), shared his experience of the introduction of NEC to Hong Kong. After a period of trials, the Hong Kong government now joins the UK government in mandating the use of NEC for all of its construction spending. He said: "The adoption of NEC in Hong Kong has led to a step change in levels of collaboration and engagement in the industry. It has better aligned stakeholders to common goals and introduced a welcome diversity of options for strategic procurement and future initiatives."
  13. Australia's Sydney Water joins the UK's Anglian Water, Environment Agency, Heathrow, National Grid, Network Rail and Sellafield in adopting Project 13. Published: 25 March 2019 Nick Baveystock, ICE director general and chair of the Project 13 board, has visited Sydney Water, the first international early adopter of Project 13. The director general met with Mark Simister, head of delivery management at Sydney Water, to learn more about its journey in embedding Project 13 and the early lessons learnt that could prove useful for the wider early adopter programme. Project 13 is an industry-wide and industry-led movement to change infrastructure delivery models, providing better outcomes for the public and customers while moving to a more sustainable and collaborative business method. By becoming an early adopter, Sydney Water joins Anglian Water’s Capital Delivery Alliances, the Environment Agency’s Next Generation Supplier Arrangements, Heathrow’s expansion, National Grid’s London Power Tunnels project, Network Rail Track Alliances and Sellafield Ltd's Programme and Project Partners model. Together, they have committed to implementing the Project 13 principles on a programme or project as part of a strategy to deliver better customer outcomes. Sydney Water will be using the principles for its Partnering for Success (P4S) programme. Transforming its business Sydney Water has set an exciting and ambitious vision for the future of its business. Through Partnering for Success and establishing long-term partnerships, Sydney Water is looking not just to change the way it procures services but to transform the way that it does business. To enable this, in 2019 Sydney Water will appoint three Regional Delivery Consortia (RDC) to partner with it for a 10-year period and to undertake an organisational transformation process to support, enable and integrate the RDC. Given the decade-long term of these contracts, this is an almost once-in-a-generation change that will have a lasting impact on Sydney Water, the industry and its customers. The scale, complexity and impact of this change cannot be underestimated and, done right, will create an enduring legacy. Baveystock said: “Project 13 is a movement about building a sustainable future for the construction industry, creating a more highly skilled workforce and creating infrastructure that represents better value for all. “I am delighted to see Sydney Water embed the Project 13 principles into its work on the P4S strand and help the delivery of infrastructure move from a transactional business model to a more collaborative and sustainable one. “This approach is being applied by some of the UK’s largest projects and seeing that activity move into an international context goes a long way in illustrating that we are on the right path. I look forward to hearing how Sydney Water progresses and what lessons it can share with the Project 13 community and other early adopters.” Shared learning Simister said: “We’re really excited to be the first international early adopter for Project 13. Through our Partnering for Success programme, we’re looking to use the Project 13 principles to benefit Sydney Water, its partners and ultimately our customers by incentivising high performance and increasing productivity. “By doing this, we’ll give our partners more certainty and drive better decision-making across the whole lifecycle of our assets, improving our productivity and delivering value for our customers. Being part of Project 13 will allow us to share our experiences and take advantage of lessons learnt by other member organisations.” The principles of Project 13 are to move away from a transactional approach encouraged by current procurement models that engender a damaging set of behaviours to an enterprise model that: Focuses on customer outcomes Brings together skills and technologies in a collaborative environment Properly integrates teams across projects Fosters long-term relationships The early adopters commit to sharing their experience of adopting the principles and the first four recently spoke about their learning at the six-month mark with the Project 13 community.
  14. By signing up, early adopters show a commitment to changing working practices and creating a new approach to delivering infrastructure projects. Published: 20 November 2018 Network Rail and Sellafield Ltd were announced as Project 13 Early Adopters at an event at ICE’s London headquarters yesterday. Early Adopters are organisations which commit to implementing the Project 13 principles on a programme or project as part of a strategy to delivery better customer outcomes. For Network Rail, this will be its next-generation track alliances: North Alliance (Scotland Route); Central Alliance (London North West, London North East and East Midland routes); South Alliance; (Anglia, South East, Wessex, Western and Wales routes). Sellafield will use it on its Programme & Project Partners (PPP) model. Network Rail and Sellafields join the four existing Early Adopters: Anglian Water’s Capital Delivery Alliances, the Environment Agency’s Next Generation Supplier Arrangements, Heathrow’s expansion, and National Grid’s London Power Tunnels project. The Pioneering Principles in Practice – Early Adopters panel discussion, organised by the Infrastructure Client Group (ICG), was an opportunity for the Project 13 community members to hear from the initial four Early Adopters six months on from the commitment to join. How Anglian Water is using Project 13 principles James Crompton, Strategic Projects Director at Anglian Water, gave an overview of the forecast water supply capacity issues that the company could face in the coming years and how Project 13 principles were being used to mitigate them. He spoke about how Anglian Water is creating a new alliancing enterprise which will operate as the P13 Integrator in a shareholding model. As it engages in the early procurement stages, it’s creating an incentivised commercial model which drives outperformance and delivery of customer outcomes. Even at this early stage, Crompton highlighted that there’s a real sense of opportunity and building excitement, particularly around the potential enabled by focussing on outcomes and engaging early. Digital, he said, plays a big part in this, both in terms of enabling greater intelligence in how they deliver outcomes and in the provision of a digital twin. It’s also focused on understanding the range of capabilities needed to deliver through world-leading production systems. How Heathrow is adopting Project 13 Matt Palmer, Development Q6 Director, Heathrow Airport Expansion Project outlined the long-term nature of the project and the need to develop and nurture the required skills to last the entire length of the project and beyond. He spoke about Heathrow’s role as a ‘capable owner’ and how Heathrow will ensure the right infrastructure is created, operated and maintained. It will do this not only by articulating the voice of the consumer, community, operations and key stakeholders, but by maintaining a value-driven mindset and developing talent among colleagues, suppliers and customers. Palmer also expressed how Heathrow recognises that the role of the integrator will not be consistent across the expansion programme. The significant variation in the characteristics of the scope, in terms of asset ownership, system complexity, geographical location and value drives, will dictate the extent to which integration will be necessary.
  15. Project 13 aims to establish a new enterprise-based approach to deliver better results for the public and customers of infrastructure. Published: 1 May 2018 ICE and the Infrastructure Client Group (ICG) have launched Project 13 to improve the way high-performing infrastructure is delivered and managed.The industry-wide change programme aims to deliver better outcomes for the public and customers of infrastructure, a more highly skilled, innovative workforce and lead to a more sustainable, productive construction industry.Four organisations have been announced as ‘Early Adopters’ of Project 13, forming an implementation group to share experiences and learnings of the new principles.The Early Adopters are Anglian Water’s Capital Delivery Alliances, the Environment Agency’s Next Generation Supplier Arrangements, Heathrow’s expansion and National Grid’s London Power Tunnels project.Robert Jenrick MP, Exchequer Secretary to the Treasury, speaking at the Project 13 launch said:"We are investing record amounts in infrastructure to help boost our national productivity and build an economy fit for the future.“But we are clear that we need to get the most out of every penny of taxpayers' money we spend and the construction industry has to do more to close its own productivity gap if we are to succeed. We welcome this important industry response that will help drive improvements."Dale Evans, Chair of the ICG and Director of @One Alliance said: “We are pleased launch the implementation phase of Project 13. This project has bought together individuals and organisations from across the sector and within government to think seriously about how we can better provide infrastructure for the future.“We hope that industry will embrace this approach so we can begin working towards a more sustainable and productive future for our sector.”Nick Baveystock, ICE Director General said: “The launch of Project 13 is the chance for industry and government to change how we deliver our infrastructure. Developed between industry, clients and government over a number of years, Project 13 places customers at the heart of our national infrastructure programme, focusing on the social and economic value infrastructure can provide over the long-term.“We look to government to continue to support a solution developed by and with the industry with all the potential benefits for the public and the taxpayer. This is a win-win. We should just ask ourselves why wouldn’t we want to use Project 13 principles to deliver better value?"Project 13 is sponsored by the ICG with support from ICE and is aligned with current UK government and industry initiatives to improve infrastructure performance. The ICG is a joint group of industry figures, academics and infrastructure owners with 19 members from 16 different client organisations. These represent public, private and regulated infrastructure sectors including Highways England, Network Rail and National Grid.
×
×
  • Create New...

Important Information

We have placed cookies on your device to help make this website better. You can adjust your cookie settings, otherwise we'll assume you're okay to continue.