BS11000 -A New Framework for Collaborative...

BS 11000

- A New Framework for Collaborative Relationships

GCBD-CESC006 1

© Greenwood Consultants Limited 2016

Sussex Club

BS 11000 - A New Framework for

Collaborative RelationshipsPaul R GreenwoodManaging DirectorGreenwood Consultants

3 March 2016GCBD-CESC006 Page 1

Constructing Excellence Sussex Club

3rd March 2016, Jubilee Library, Brighton

#cescAGM #ISO11000


#cescAGM

#ISO11000

@GreenwoodCLtdSussex Club

Best Practice Services

• Collaborative Business and Project Relationships

• Performance Measurement and Improvement

• Management Systems

• Facilitation

• Organisation and Process Design and Reengineering

• Process Review and Improvement

• Major Projects


@GreenwoodCLtd GreenwoodConsultants.com

ISO 11000PC286

BS 11000


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#cescAGM

#ISO11000


Agenda

• Drivers for Change

• Collaborative Working Principles

• Background to BS 11000

• The BS 11000 Framework

• Stages 1 to 8

• BS 11000 Themes

• Other Models- including ISO 11000

• Implementation and Certification

• Conclusions



#cescAGM

#ISO11000



What is Your Partnering Temperature?

• Partnering Charter + Traditional Contract

• Commitment to working together

• Traditional form of contract eg. JCT

• Non-Confrontational Approach

• No special mechanisms

• Non-confrontational form of contract eg. NEC

• Project Partnership

• Partnering Charter + Objectives + Incentivisation + Risk Mgt + Performance Improvement (KPIs) + Dispute Prevention >

• Collaborative form of contract eg. PPC 2000/TPC 2005

• Strategic Alliance

• Objectives + Joint Incentivisation + Dispute Prevention + >

• Strategic alliance agreement + collaborative contract eg. SAA + NEC + BS 11000 or SAA + PPC 2000/TPC 2005

BS 11000


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Sussex Club

Drivers for Change



#cescAGM

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‘Constructing the Team’,

Sir Michael Latham, 1994.


Drivers for Change

‘Rethinking Constructing’

The Construction Task Force,

Chaired by Sir John Egan, 1998.

‘Accelerating Change’,

The Strategic Forum for Construction,

Chaired by Sir John Egan, 2002.

‘2012 Construction Commitments’,

Strategic Forum 2012 Task Group, 2006.

‘Never Waste a Good Crisis’,

Constructing Excellence,

Andrew Woolstenholme, 2009.

BS 11000


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#cescAGM

#ISO11000


Explanation courtesy of Rob Garvey @Rob_Garvey

University of Westminster @UoWBECi

Academic Partner, Government Trial Projects.

Government Construction Strategy, 2011



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Government-Industry Joint Strategy

Construction 2025, 2013

People

Smart

Sustainable

Growth

Leadership


BS 11000


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Collaborative

Transactional


Collaborative

Transactional

Relational

Collaborative

Transactional

Vision 2025


#cescAGM

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Vision 2025 Issues 1

• Sustainability• Economic

• Environmental

• >

• Value• Life Cycle

• Risk

• Lean and Industrialisation• Efficiency

• Resilience

• >

• Data/Information• BIM

• Internet of Things

• Social Media

• >

• Collaborative Working• Early Involvement

• Relationships

• Incentivisation

• Partnering

• Frameworks

• Alliancing

• >

• Respect for People• Health & Safety

• Diversity

• Education

• Skills

• >

• >


BS 11000


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Achieving Vision 2025

�Respect for People

�Collaborative Working

�BIM

�Lean and Industrialisation

�Value in Use

�Sustainability



Sussex Club

Collaborative Working

The Principles


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Three Overriding Principles


CollaborativeWorking

CollaborativeCulture and Behaviours

CollaborativeProcesses and Tools

Common Visionand Leadership

‘Collaborative Working - The Principles’, Constructing Excellence, 2011.


#cescAGM

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1 February 2016GCT50-000 Rev D9 Page 15

Six Critical Success Factors

‘Collaborative Working - The Principles’,

Constructing Excellence, 2011.

Collaborative

Working

Early

InvolvementSelection

by

Long-Term

Value

Aligned

Commercial

ArrangementsCommon

Processes

and Tools

Performance

Measurement

Long-term

Relationships

BS 11000


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Six Critical Failures


‘Six Critical Failures’,

Paul R Greenwood, United House Ltd, August 2011.

Collaborative

Working

Early

InvolvementSelection

by

Long-Term

Value

Aligned

Commercial

ArrangementsCommon

Processes

and Tools

Performance

Measurement

Long-term

Relationships

Traditional

Working

Delayed

Involvement

Selection

by Lowest

Tender Cost

Individual

Commercial

ArrangementsSiloed

Processes

and Tools

Cost and Time

Measurement

Short-Term

Project

Relationships


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Constructing Excellence Through Collaborative Working

BS 11000


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Major Infra Procurers

Moving to Relational/Collaborative Models


‘An Industry Undergoing a Transformational Journey’

Murray Rowden, Chair of Constructing Excellence, CENE, May 2015.


Sussex Club

Background to BS 11000


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What is BS 11000?

• “> a strategic framework to establish and improve collaborative relationships in organisations of all sizes.”

• From concept to disengagement

• Developed by the Institute of Collaborative Working[formerly Partnership Sourcing Ltd- a DTI/CBI JV]

• First national standard of its type


#cescAGM

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What is BS 11000?

• Part 1 - Framework Specification

• What = ‘shall’

• Part 2 - Guide to Part 1

• Why

• How

BS 11000


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Applicable Relationships

• Single programme or project

• Individual relationship

• Multiple relationships

• Particular types of relationships

• >

“... where collaboration can open new strategic opportunities”

“� potential for improvement through the adoption of a collaborative relationship”

Collaborative

Relationship

Management

Supply

-Chain

Internal

Partners

External

Partners

Clients/

Customers

Based on ‘Multi-Dimensional Relationships’ (aka North-South Diagram),

BS 11000-1:2010 Collaborative Business Relationships - Part 1.


#cescAGM

#ISO11000


‘UK Collaboration Timeline’, Paul R Greenwood, Greenwood Consultants, November 2015.

Collaboration Timeline


BSI PAS

11000

BS 11000-1

(Standard)

BS 11000-2

(Guide)

ISO 11000

(Standard)

Formation of

Partnership

Sourcing Ltd

by DTI & CBI

Launch of

the CRAFT

Programme

First

Certifications

by BSI

MOD Guide

to

Partnering

ISO/PC286

commences

‘Building Down

Barriers’

MOD

909192939495969798990001020304050607080910 11 121314151617

‘Constructing

the Team’

Latham

‘Rethinking

Construction’

Egan

‘Accelerating

Change’

Strategic

Forum

PPC 2000

Contract

ACA

TPC 2005

Contract

ACA

NEC

Partnering

Option X12

New

Engineering

Contract

ICE

PPC 2016

Alliance

Contracts

ACA/ACE

BS 11000


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Markets/Sectors

• Innovators - PAS 11000

• Aerospace

• Defence

• High security IT

• Facilities management

• Early adopters - BS 11000

• Rail

• Highways

• Water

• Early majority - ISO 11000?

• Nuclear decommissioning

• Nuclear construction

• Airports

• >



Sussex Club

The

BS 11000

Framework

Phase 1

Strategic

Stage 3 Internal Assessment

Stage 1 Awareness

Stage 2 Knowledge

Phase 3

ManagementStage 8 Exit Strategy

Stage 7 Staying Together

Phase 2

Engagement

Stage 6 Value Creation

Stage 5 Working Together

Stage 4 Partner Selection


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Phase 1 Strategic

Phase 1

Strategic


Stage 1 Awareness

Stage 2 Knowledge

Phase 3



Phase 2

Engagement




Development of strategic commitment to collaborative working, based upon a thorough understanding of the opportunities, benefits, risks and constraints of this approach


#cescAGM

#ISO11000



Phase 2 Engagement

Phase 1

Strategic


Stage 1 Awareness

Stage 2 Knowledge

Phase 3



Phase 2

Engagement




Selection of committed partners and the establishment of joint objectives, structures, processes and systems for creating new value

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Phase 3 Management

Phase 1

Strategic


Stage 1 Awareness

Stage 2 Knowledge

Phase 3



Phase 2

Engagement




Management of the joint value-creating relationship and systematic disengagement


#cescAGM

#ISO11000



Stage 1 Awareness

Development of awareness and the overall strategic approach to collaborative working

Phase 1

Strategic


Stage 1 Awareness

Stage 2 Knowledge

Phase 3



Phase 2

Engagement




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Stage 1 Awareness

• Senior executive

• Policy

• Objectives

• Value

• Identification and segmentation of business relationships

• Resources, competencies and behaviours

• Initial risk assessment

• Implementation plan

• Documentation

• Initiating the relationship management plan


#cescAGM

#ISO11000



Stage 2 Knowledge

Establishment of a body of knowledge and the development of a specific strategy, business case and implementation plan for each identified opportunity

Phase 1

Strategic


Stage 1 Awareness

Stage 2 Knowledge

Phase 3



Phase 2

Engagement




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Stage 2 Knowledge

• Developing a specific business strategy [drivers and objectives]

• Competence and training

• Knowledge capture, creation and management

• Knowledge sharing

• Strategy and business case development

• Risk management process

• Implementation plan

• Relationship management plan


#cescAGM

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Undertaking a structured assessment of the capability and maturity to successfully engage in a collaborative initiative

Phase 1

Strategic


Stage 1 Awareness

Stage 2 Knowledge

Phase 3



Phase 2

Engagement




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• Self assessment

• Collaborative leadership

• Partner selection criteria

• The challenge of alignment

• Consolidating the next steps through internal action plan

• SER review



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Undertaking a structured approach to the identification, evaluation and selection of appropriate partners

Phase 1

Strategic


Stage 1 Awareness

Stage 2 Knowledge

Phase 3



Phase 2

Engagement




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• Nominate potential collaborative partners

• Partner evaluation and selection action plans

• Creating joint objectives

• Negotiating for collaboration

• Partner selection



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Establishing the right platform for collaborative working

Phase 1

Strategic


Stage 1 Awareness

Stage 2 Knowledge

Phase 3



Phase 2

Engagement




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• Governance

• Organizational structure

• Joint knowledge management

• Communications management

• Joint risk management

• Business process management

• Contracting arrangements

• Performance measurement

• Improvement



#cescAGM

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Establishing approaches that seek to build additional value out of the joint relationship

Phase 1

Strategic


Stage 1 Awareness

Stage 2 Knowledge

Phase 3



Phase 2

Engagement




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Stage 6 [Additional] Value Creation

• Establishing a value creation programme

• Improvement team

• Improvement target setting

• Value drivers

• Learning from experience

• Initiating the innovation process



#cescAGM

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Ongoing joint management of collaborative initiatives

Phase 1

Strategic


Stage 1 Awareness

Stage 2 Knowledge

Phase 3



Phase 2

Engagement




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• Monitoring and measuring the relationship

• Ongoing management

• Continual innovation

• Maintaining behaviours and trust

• Delivering performance

• Analysis of results

• Issue resolution

• Joint exit strategy



#cescAGM

#ISO11000



Stage 8 Exit Strategy

Developing and maintaining an effective strategy for disengagement

Phase 1

Strategic


Stage 1 Awareness

Stage 2 Knowledge

Phase 3



Phase 2

Engagement




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Stage 8 Exit Strategy

• Establishing and maintaining a joint exit strategy

• Analysis of exit strategy

• Evaluating changes

• Initiating the process

• Business continuity and transition

• Future opportunities



#cescAGM

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BS 11000 Themes

• Leadership

• Governance

• Objectives

• Competence and Behaviour

• Value Management

• Risk Management

• Performance Management

• Knowledge Management

• Exit Strategy

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BS 11000 Benefits

• Neutral consistent framework• Collaborative language

• Life-cycle change programme

• Management system

� Basis for gap analysis

• Identifies key value creation issues• Leadership, competence and behaviour

• Value, risk and knowledge management

• Meshes different business cultures, structures and systems

• Public - private - third sectors

• Large - medium - small businesses

• Provides a mechanism for value creation


Sussex Club

Other Models Are Available 1


BS 11000


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HF Partnering Toolkit



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Strategic Forum Integration Toolkit


BS 11000


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#cescAGM

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ICE Alliancing Toolkit

• IUK

• ICG



#cescAGM

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ACA/ACE Framework Alliance Contract

• Builds on PPC/TPC Principles

• Compatible with other standard contracts

• Available 2016


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ISO 11000 Development Community

• ISO Project Committee 286 (ISO/PC 286)

• Participating: Austria, China, Finland, France, Italy, Malaysia, Spain, Sweden, United States, United Kingdom

• Observing: AE, AR, CA, CZ, DE, EE, HR, IL, JP, KR, LT, NL, NO, RS, SG, TH



#cescAGM

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ISO 11000 Process

• Working Draft (WD)

• Committee Draft (CD)� to mirror committees for comment

• Draft International Standard (DIS)� to public for comment

• Final Draft International Standard (FDIS) [tbc]

• Target issue date: October 2016


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Why Use BS 11000/ISO 11000 as Your Model

• Comprehensive life-cycle framework

• Compatible with key contract formseg. NEC3 and PPC/TPC

• Provides the ‘strategic’ phase that is missing from conventional procurement and contract models

• Compatible with common management systems standards

eg. ISO 9001/14001/45001/>

• Provides a credible basis for recognition in the market



Sussex Club

Implementation and Certification


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Implementation Process


• Identify benefits• Where could CW add value?

• Identify scope and resources• Build knowledge

• Identify the gaps

• Outline a plan and budget

• Obtain authorisation• Business case

• Integrate new processes and systems

• Implement new process• Stages 1 to 6 on new relationship?

• Stages 7 to 8 on extant relationship?

• Obtain validation• Certification


#cescAGM

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Certification

• Assessment

• c186 requirements

• Standard two stage process

• Certification Bodies

• BSI

• LRQA

• SGS

• Accreditation

• United Kingdom Accreditation Service

not yet available

• Institute of Collaborative Working


� a milestone, not an output

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Certifications

• At late-2015

• BSi c75 certificationsc50 applications

• Key construction and service contractors >

• Amey

• Babcock Rail

• Balfour Beatty

• Bam Nuttall

• Capita

• Carillion

• Colas

• Costain

• EM Highway Services

• Galliford Try Infrastructure

• Hochtief

• Kier

• Morgan Sindall

• Murphy

• Sir Robert McAlpine

• Skanska

• Vinci Construction

• Volker Wessels

• >3 March 2016GCBD-CESC006 Page 58


Sussex Club

Conclusion


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Conclusion

• real collaboration does not happen by chance

• Structured strategic change

• Requires leadership and vision >

• Established construction-specific models

• Toolkits

• Contracts

• BS 11000/ISO 11000

• Universal language and application

• Life-cycle framework

• Management system

• Compatible with modernconstruction contracts

� its about competence and behaviour


Sussex Club

Q&[email protected]

GreenwoodConsultants.com

@GreenwoodCLtd


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Our Services


Major

Projects

Process

Review and

Improvement

Management

Systems

Organisation

and Process

Design and

Reengineering

Performance

Measurement

and

Improvement

Facilitation

Collaborative

Business

and Project

Relationships

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