Project Initiation Routemap

Professor Denise Bower

University of Leeds / Major Projects Association

29th February 2016

Paris

Introduction

Session 2.1 ENSURING IMPACT: PLANNING AND PREPARING INFRASTRUCTURE PROJECTS How do you ensure that there is a structured, non-biased and thorough process that ensures the best possible choice of asset, risk allocation and the decision on how to procure it?

Introduction

The Project Initiation Routemap (Routemap) is a product of the UK Government working collaboratively with Industry and the University of Leeds, through the Infrastructure Client Group to support infrastructure providers in enhancing the delivery environments for projects and programmes.

The Routemap

The Routemap is…

A process that walks YOU through the key considerations for initiating an infrastructure project.

The Routemap has…

A suite of tools and guidance that helps YOU to better understand:

Where complexity needs to be managed;

The existing vs. required level of delivery capability; and

The implications of your strategic decisions.

The Routemap

The Routemap is not…

• A route to a single

solution;

• A replacement for existing

assurance procedures;

• A maturity model – it is

project specific;

• A substitute for best

practice guidance.

Routemap Steps

The Routemap process consists of three key steps, each of which results in specific outputs.

Step 1 Diagnostics

Step 2 Alignment

Activity: Assess Capability and Complexity Output: Capability Gap Analysis

Activity: Use the modules to further explore gaps Output: Findings and Recommendations

Activity: Planning to ‘close the gaps’ Output: Integrated Enhancement Plan

Step 3 Enhancement

Align for Success

The Routemap contains five Align for Success Modules that provide advice on enhancing capability.

Governance

Requirements

Execution Strategy

Organisational Design and

Development

Procurement

Focus on governance

How do you ensure that there is a structured, non-biased and thorough process that ensures the best possible choice of asset, risk allocation and the decision on how to procure it?

Characteristics of good governance

Good governance is about a balance between the natural desire of sponsor(s) to retain control and the need of the delivery team to have sufficient freedom to allow it to manage the risk to meet the project objectives. A clear statement of the objectives and parameters for delivery between the sponsor(s) and the execution team Sufficiently autonomous with a single controlling mind A clear system of delegation and determined process for timely decisions that fall outside the limits of delegation

Characteristics of good governance

A determined process for controlling change A determined process for reporting and other communications between the sponsor(s) and execution team A collaborative culture and working relationship between sponsor(s) and execution team Board members have sufficient understanding of the project context to make reasonable decisions (or seek advice to help them) A defined system for assurance at all levels

Governance Module – Delivery Models

11

Governance Module – Governance Structures

12

Application

• 18 Routemap Reviews conducted by IUK and the University of Leeds for 11 different clients in 5 sectors on projects/programmes worth in the region of £100billion, supporting successful project initiation

• Adopted by the Major Projects Authority as a best practice tool to be promoted in early stage Assurance reviews

• Adoption and adaption by clients, consultants and advisors out-with IUK

• Significant Reviews:

- HS2 Ltd - Transport for London

- Network Rail - Environment Agency

- Scottish Power

For further information - https://www.gov.uk/government/publications/improving-infrastructure-delivery-project-initiation-routemap 13

Learning From Crossrail

The benefits achieved at Crossrail were reflective of the application of the Routemap principles and illustrate the potential of the Routemap for application on other major projects and programmes

A mature sponsor-client relationship and the awareness of the need to transition capability, led to a savings of approximately 7% against the original budget. • Joint Sponsor Board between the

Department for Transport and Transport for London

• Project Development Agreement • Thin Client – Programme and Delivery

Partner • Transitioning Plans

.

Understanding how to Improve Sponsor and Client Capability