Redefining How We Measure Success

Historically, success could be measured with fairly simple parameters. If projects met technical requirements, were delivered on time and within budget, and there were no serious safety issues, we could declare them successful.

Demands and expectations have moved on (not least the expectations we place on ourselves). The pursuit of greater value through efficiency and productivity shifts the definition of success in fundamental ways.

The need to manage whole life costs has shifted our focus from being a construction company, concerned mainly with initial development costs, to an asset management approach. Project delivery costs still matter but we also have to consider (and quantify where possible) future maintenance needs. We have to actively seek opportunities to innovate in order to improve asset durability and simplify any future works.

Asset Data

The data legacy is increasingly significant. The content of asset data has to be better configured around the needs of those who will use it in future. And it has to be readily accessible in a format that our customers can use on their own systems. Above all, this means that data collection has to be planned from the outset and rigorously monitored – it can’t be the last item on the checklist to get the project signed-off.

Increasingly we have to recognise that our project, and the particular asset we are building or maintaining, is part of a bigger picture. We are not successful if we make our life easier by making somebody else’s more difficult.

The customer experience is a critical factor. This means the experience our customers have in working with our people across every project, as well as the experience of road and rail users. A safer, more efficient transport infrastructure and more predictable journeys are the results of a more holistic approach that considers short-term efficiencies and long-term impacts rather than just immediate project delivery goals.

The change in emphasis from project delivery to asset management isn’t just good for our customers and the travelling public. It is helping us to develop a business model that is value-based and more sustainable – ultimately, it’s good for everyone.

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