The greatest opportunity to improve programme and individual project performance comes from being fully engaged in the early stages of the lifecycle of the work bank. Early engagement ensures full alignment with any DBFO or local strategic transport plan objectives.
Once there is a comprehensive overview of all planned works you can develop a whole community RASCI chart. This way everyone understands each other’s accountabilities and responsibilities.
Right Solution, Right Time
The fundamental goal is to deliver the right solution at the right time and to optimise the value derived from each project. Design teams fully integrated with the trade supply chain are integral to designing the right intervention, every time.
Equally important is the capability to share experiences and innovation across the delivery framework community. This drives continuous improvement and avoids making the same mistakes from project to project.
Making progress without the right tools is difficult. Osborne uses 4D BIM to link programme and project information. This information sharing facilitates de-confliction meetings, which highlight underutilisation of road space and clashes between work areas.
We are in the process of expanding to 5D BIM to link cost and programme data to provide more assured solutions and further efficiencies. These tools play a vital role in managing project risks and promote timely and accurate decision making.
Road space and Network Occupancy
A Central Planning office is an excellent approach to managing road space. Part of the role is to develop visual systems that aid understanding of key issues, manage clash avoidance and maximise work carried out in each occupation of the highway.
It’s essential to plan and create strong collaborative relationships at programme level that include all stakeholders. These relationships and their collaborative behaviours are measured in personal development plans and 360 assessments.
These collaborative relationships are reinforced through relationship management training, which is extended to stakeholders and suppliers.
Operations and Maintenance
Part of the challenge is to broaden and share different perspectives. Secondments to customer teams and co-location promote greater understanding. This feeds through to better decisions and increased value.
Ultimately the framework should create a legacy for operations and maintenance that minimises the need to access the highway network. Installing remote monitoring and telemetry will simplify future inspections and asset condition reporting.
Measuring the impact
If you can’t measure it, you can’t manage it. The balanced scorecard process and programme KPI’s are essential in assessing the causes of both over and under performance against targets. This leads to increasing planning accuracy and continuous improvement.
Visual dashboards make it simple to communicate performance at all levels and engage with teams to better understand and raise awareness through portal platforms, engagement sessions and briefings.
Collaboration for intervention Efficiency in Action
In One Team Wessex we work in collaboration with Network Rail (NR) and our suppliers to deliver c. £70m of work per year. It uses a programme approach to managing interventions for cyclical renewals work. We are co-located and report on programmes and finances as a single entity.
Through collaborative engagement and understanding each other’s requirements we have been able to optimise work on the network and provide real efficiencies in delivery.
Creating real usable data within BIM means we provide greater asset knowledge to the maintainer, and provide greater information for future interventions.