Project Development Routemap UK – Caribbean Knowledge Exchange Programme

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Dr Frederick Levy, Associate Director, Programme
Advisory, Turner & Townsend
Dr Frederick Levy is Turner & Townsend’s Rail Sector Lead within Programme Advisory,
directing the setting up, transition and recovery of infrastructure programmes. He is a
Chartered Engineer with an MBA and Engineering Doctorate. With over fifteen years’
experience across infrastructure delivery – from academia, design and client
organisations. He supported the Infrastructure and Projects Authority major update of
their Project Routemap toolkit for major programmes setup; consolidating state-of-art
delivery practice from over 100+ industry leaders, deploying the tool across programmes
and developing practitioners via training. This has included training project and
programme managers in both government departments and Arm’s Length Bodies, as well
training abroad. Most recently, he has guided the setup of major rail electrification and
urban mass transit programmes, with a focus on decision making, organising and
wellbeing. Frederick is currently the Institution of Civil Engineers London Regional
Secretary and is also member of the Major Project’s Association Studies and Knowledge
Committee.
■
1 | UK-Caribbean Infrastructure Conference

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Project
Development
Routemap
UK – Caribbean
Knowledge Exchange
Programme

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3 |
Agenda
1. Introduction
2. Background and overview of Project Routemap
3. Complexity & Capability
4. The Rationale Module
5. Action Planning
6. Wrap up
We will have five minutes discussions spread across the talk
UK-Caribbean Infrastructure Conference

Client Confidential
4 |
Introductions
Steve Lee
Director
Programme Advisory
Dr Frederick Levy
Associator Director
Turner &Townsend Programme Advisory
Frederick has led and consulted on programme setup
and transitions of infrastructure investments in
academic, engineering and delivery orientated client
and consultancy institutions.
He supported the refresh of the UK Government’s tool
for major programmes, training industry leaders on the
tool and deploying it across major rail and utility
programmes.

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5 |
Turner & Townsend
“All major projects that are complex or novel (should) use the Routemap methodology, a
project initiation tool developed by industry and the IPA.”
UK National Infrastructure Strategy: Fairer, faster, greener
We are a market-leading capital programmes professional services company trusted to
drive better business outcomes for our clients across all sectors. With a heritage
rooted in cost and commercial management we have a deep and tacit understanding of
capital programmes.
Turner & Townsend put the IPA Project Routemap at the heart of their Programme as a
System Methodology for the setup and delivery of major infrastructure programmes.
Over the last decade, Turner & Townsend has supported the Infrastructure and Projects
Authority creating and delivering major updates of the Project Routemap toolkit for
major programmes setup; consolidating state-of-art delivery practice from over 100+
industry leaders, deploying the tool across programmes and developing practitioners
via training.
This has included training 80+ executive and senior professionals across UK
government departments, consultancies and Arm’s Length Bodies, as well as promoting
UK Government overseas.. We look forward to helping you make best use of the toolkit.

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6 |
Turner & Townsend

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7 |
Training objectives
This training aims to give participants the knowledge and
confidence to
1. Identify projects that would benefit from applying
Project Routemap
2. Understand and show how Project Routemap can be
applied
3. Communicate about opportunities to use aspects of
Project Routemap
4. Explain to colleagues what Project Routemap is and how
it can benefit projects
5. Facilitate the application of the Project Routemap
assessment

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Introduction to
IPA Project Routemap

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IPA
Setup
Toolkit
How does Routemap fit with key concepts
9 | Infrastructure Foundation Masterclass
The life cycle provides a phased
approach for governing work and
underpins the delivery plan, from
start to finish. The life cycle shall
be defined and should include
approval gates/decision points
and assurance reviews (GovS002)
Strategic
Economic
Financial
Commercial
Management
Early
Business Case
Intermediate
Business Case
Full
Business Case
Every infrastructure project should have a ‘business
case’ or proposal to explain why it is needed and how
it can be taken forward… The
Five Case Model (5CM) providesa framework for
developing standardisedand comprehensive
business cases.
(International Business Case Guidance)
Business
Case
Stages
These tools establish the value of a potential project
and its alignment to priority outcomes. Once you
have consensus on ‘what’ (Project/Programme
Outcome Profile) you are delivering and ‘why’
(Opportunity Framing) you can move on to ‘how’, using
Project Routemap to establish the capabilities
neededto deliver successfully
(IPA Project Setup Toolkit)
This course

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Background
10 |
▪ Project Development Routemap (2022) is helping to improve
international infrastructure project planning, preparation
and delivery.
▪ Under UK Government’s Global Infrastructure Programme,
the Infrastructure and Project’s Authority adapted world
leading, proven UK methodologies for international
infrastructure development, and trained officials in their
use.
▪ It has been updated as part of the UK Project Routemap to
consider impacts from Covid-19 and the Glasgow Climate
Pact at COP26 to limit global temperature rise to 1.5oC

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Background
11 |
▪ Enhance prosperity on a national, regional and global basis.
Unlocking economic opportunities, through facilitating better
development, design, finance, procurement and operation of
major infrastructure projects/programmes
▪ Routemap supports governments to meet commitments to the UN
SDGs, Paris Agreement and Glasgow Climate Pact and aligns with
the IFC Performance Standards for environmental and social
sustainability.
▪ Routemap aligns with G20 Principles for Quality Infrastructure
Investment and Principles for the Infrastructure Project
Preparation Phase.
▪ It is recognised as best practice on the Global Infrastructure Hub

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Background
12 |
▪ Quality infrastructure development can have a strong impact
throughout the UN SDGs. In particular:
Goal 3 – Good Health and Wellbeing
Goal 4 – Quality Education
Goal 6 – Clean Water and Sanitation
Goal 7 – Affordable and Clean Energy
Goal 8 – Decent Work and Economic Growth
Goal 9 – Industry, Innovation and Infrastructure
Goal 11 – Sustainable Cities and Communities
Goal 12 – Responsible Consumption and Production

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What is Routemap?
■ Project Routemap is the IPA’s support tool for novel or complex
major projects.
■ It helps sponsors and clients understand the capabilities needed
to set projects up for success using a structured and tested
methodology.
■ Routemap captures best practice and learning about the most
common causes of project failure from £300bn of capital
programmes
■ Ensures that the ‘right’ questions are asked upfront and that the
key risks and opportunities are identified
■ Collaborative way for stakeholders to work together, towards
practical solutions to address gaps in project capability
■ Routemap has been adapted for use internationally, as Project
Development Routemap

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Who would use Routemap and why?
■ We are a new team lacking experience of delivering similar projects but want
to kick this project off properly!
■ I am the project sponsor, and I am not confident that we have the level of
capability this project needs to be successful
■ We want to learn all we can from other projects and sectors to improve
delivery
■ We are developing our business case and need help working through some
critical aspects
■ We know we are not working effectively with our project partners and need
to do something about it
■ We need to be sure this project is ready to transition to the next stage and
provide confidence to our stakeholders

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Routemap benefits
15 |
Link: Benefits of Project Routemap - YouTube

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Organisations involved in Routemap
16 |
Routemap has been used by many of the UK’s biggest, most complex and high-profile projects since its first publication
in 2014 and more recently it has also been applied to projects internationally.
Existing users IPA Project Routemap 2021

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International Case Studies
17 |
Colombia
2020
Routemap on a
nationally important
freight rail corridor
project in Colombia.
Sumatra
2019
Routemap on a
strategic road project
in South-Sumatra.
Indonesia
2021
World Bank & West Java
Provincial Government to
applied Routemap to a key
urban transport project in
Bandung
“When used for a Mass Transit
Project in Indonesia it greatly
helped to clarify issues that, if
left unaddressed, were likely
to delay implementation …
Routemap has substantially
assisted timely project
implementation and was
excellent value for money.”
World Bank

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Turner & Townsend with Project Routemap

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International and UK Routemaps
19 |
▪ UK/UN International Guidance
▪ Tailored for international development
▪ Created 2019, iterated 2022
▪ UK Guidance
▪ Based on UK projects and programmes
▪ Refresh 2022

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Other IPA Project Set Up tools
20 |
Routemap is part of an integrated set of tools to set projects up
for success:
■ Project / Programme Outcome Profile - focuses on why
the project should be delivered
■ Opportunity Framing (APM) - focuses on what the project
will deliver (NB Not Open Source)
■ Project Development Routemap - focuses on how the
project will be delivered
Find out how the tools work together to help you develop your
business case in this brochure

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Recent applications
21 |
Environment
▪ Requirements workshop
Aviation
▪ Portfolio governance
▪ Strategies
Utilities
▪ Client capability
▪ Portfolio Complexity
Defence
▪ SRO Capability
Transmission
▪ Requirements setting
Local Authorities
▪ Organisation review
▪ Assessment
▪ Target Operating Model
Rail Programmes
▪ Assessment
▪ Benefits Plan
▪ Strategies
▪ Target Operating
Model
▪ Governance
Government
▪ Assessment
▪ Controls
Training

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Project Routemap vs Assurance
22 |
Routemap
▪ “…helps sponsors and clients understand the
capabilities needed to set projects up for
success, incorporating learning from other
major projects and programmes.” Project
Routemap
▪ Setting up a project as you want to be
▪ Structured approach guided by emergent
issues during the Routemap assessment
▪ Includes key stakeholders from outside
delivery client delivery function
▪ Provides solutions for project teams to own
Assurance
▪ “successful conduct of activities, the efficient
and effective design and operation of internal
control, compliance with …requirements, and
the production of …information to support
decision making” Gov 002
▪ Checking that the project is the way it should
be
▪ Structured approach guided by integrated
assurance requirements for each gate
▪ Limited engagement with the project system
▪ Provides recommendations, ratings and
actions

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A capability building tool for projects
Routemap is not an alternative project management methodology. It’s a tool that helps you build the capability needed to
deliver your project.
23 |
▪ 10 Step Process for
application of Routemap
▪ Eight Routemap modules of good practice
In the context of Routemap, capability describes the ability of the sponsor, client, asset manager and market to deliver a
specific project efficiently and effectively. It refers to the capability of all or part of an organisation (including its people,
processes and technology) and not that of the individual.
Routemap can be used to initiate a client conversation, it’s
independent and recognised as a government support tool

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Routemap modules
24 |
Rationale
Delivering strategic project
outcomes and realising the benefits
Governance
Establishing clear accountability and
effective decision making
Delivery Planning
Readying the project for transition
into delivery
Organisation Design &
Development
Organising the project team to
deliver successfully
Procurement
Understanding how the project will
buy the goods and services required
Risk Management
Managing uncertainties and
opportunities
Asset Management
Balancing costs and risks to maximize
whole life benefits
Systems Integration
Making multiple systems work as
one

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Routemap modules – who was involved
25 |
Overview of the
Routemap
Setup Diagnosis Action Planning
Rationale
Crossrail 2, Highways England, Infrastructure and
Projects Authority, Philip Wilbraham, Transport
for London, Transport for the North, Turner &
Townsend, University College London
Governance
Crossrail 2, Infrastructure and Projects Authority,
Martin Buck, Martin Samphire, Philip Wilbraham,
Transport for London, Turner & Townsend,
University College London,
Delivery Planning
Crossrail, Infrastructure and Projects Authority, Ministry of
Defence, Philip Wilbraham, Turner & Townsend, University
College London
Development
Anglian Water, Becky Ivers, Infrastructure and
Projects Authority, Ministry of Defence, Oxford
Said Business School, Turner & Townsend,
University College London, Wendy Cartwright
Procurement
Anglian Water, Heathrow, HM Cabinet Office, HM
Crown Commercial Services, Infrastructure and
Projects Authority, Sellafield, Thames Water,
Turner & Townsend
Risk Management
Infrastructure and Projects Authority, Highways
England, Turner & Townsend, University College
London, Crossrail 2
Asset Management
AMCL, HM Cabinet Office, Infrastructure and
Projects Authority, Ministry of Defence, Thames
Water, Turner & Townsend, University College
London, ,
Systems Integration
AMCL, Arup, Atkins/INCOSE, BAE Systems, Crossrail, High
Speed 2, Imperial College, Infrastructure and Projects
Authority, Systra Group, Turner & Townsend, University
College London, University of Sussex, WSP/INCOSE,
Handbook
Highways England, Major Projects Association,
Infrastructure and Projects Authority, Mott MacDonald,
Crossrail International, Crossrail 2, Turner & Townsend,

Client Confidential
Routemap modules
[…], and why it’s important
Introduction to the topic of the module
including a list of key documents that will
help you to understand how this area is
managed on your project
Typical findings
Indicators that issues might arise
during delivery
Pillars of effective […]
Hallmarks of effective project set up
Considerations
Detailed list of questions to understand
root causes and suggest improvements.
Together with signposts to other
materials you may find helpful.
Good practice examples and suggested
reading
Context to support your wider understanding
Overview of the
Routemap
Infrastructure Foundation Masterclass
26 |

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Six cross cutting themes

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Different ways to use Routemap
29 |
▪ 10 Step
Process in the
Handbook
▪ Using the modules
as a reference for
good practice
prompts
▪ Making an
assessment of
performance
across a portfolio

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Routemap modules – in the life cycle
30 |
EBC IBC FBC
Rationale

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IPA Gateway Reviews
31 |
▪ Investigates the direction and planned outcomes of the programme, together with the progress of
its constituent projects.
▪ It can be applied to any type of programme, including policy and organisational change.
Gate 0:
Strategic Assessment
▪ Investigates the Strategic Outline Case (SOC) and a proposed way forward.
▪ Confirms project scope is clear and achievable and the project is likely to deliver what is required.
Gate 1:
Business Justification
▪ Investigates the assumptions in the Outline Business Case (OBC)
▪ Examines the proposed approach for delivering the project, including procurement
Gate 2:
Delivery Strategy
▪ Investigates the Full Business Case (FBC)
▪ Confirms governance arrangements for the investment decision to confirm that the project is still
required, affordable and achievable within the proposed time
Gate 3:
Investment Decision
▪ Organisation’s readiness to make the transition from solution to implementation and to ‘go live’
▪ Assess the capabilities of delivery partners and service providers
▪ Ensures that the project is well advanced in the planning for the end of the project
Gate 4:
Readiness for Service
▪ Confirms Business Case benefits are being achieved and that the
▪ Operational service (or facility) is running smoothly
Gate 5:
Operations Review &
Benefits Realisation
Infrastructure and Projects Authority: assurance review toolkit - GOV.UK (www.gov.uk)

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IPA Review Gate
Routemap modules & gateways
32 |
0 1 2 3 4 5
5/ Operations Review &
Benefits Realisation
4/ Readiness for Service
3/ Investment Decision
2/ Delivery Strategy
1/ Business Justification
0/ Strategic Assessment
EBC IBC FBC
Rationale

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Applicability to different types of projects
33 |
▪ Best practice in Routemap reflects the collective
experience of public and privately funded projects.
The major of this learning is equally applicable to all
types of projects.
▪ Some content is particularly useful for
transformation projects, which typically focus on
improving people, processes or technology-based
capabilities.
▪ “Universal modules”:

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What is the Routemap process?
34 |
07 08 09 10

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The methodology

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Three approaches to applying Routemap
36 |
▪ This training focuses on the Full Project Review approach

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Role Description
Commissioning Body This body commissions the application of Routemap.
Routemap Lead
Responsible for setting the scope of the Routemap
application and planning the detail.
Routemap Support Supporting the Routemap lead to engage
Participants
Provide information, complete the assessments and
attend interviews and workshops
Subject Matter Experts Provide relevant experience from previous projects
Who is involved in a Routemap assessment?

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When to apply Routemap?
▪ Routemap can add value
throughout the project
life cycle, but it’s most
effective at the early
stages when the ability to
influence project success
is greatest, and the cost of
making changes is lowest.
▪ It can also be used to
confirm a project’s
readiness to progress to
the next stage.

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Routemap tools and outputs
39 |
Routemap Strategy
IPA Tools
Capability & Complexity
Generic
Document Reviews,
Interviews & Workshops
Workshops
Qualifying
Checklists
Implementation
Plan
Engage on
findings
Engagement and planning with Commissioning Body
Action Plan
Approved
Findings
Recommendations Capability
Deployment
Iterative development
of Routemap Report
Lines of
Enquiry
Information People
Interim
Report
Routemap
Final
Report
Routemap Strategy
Report

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Setup
Turner & Townsend 1 Day Course - IPA Project Routemap
40 |
Key activities
▪ Determining which projects might benefit
from a Routemap, whether to proceed with a
Routemap and best approach for applying
Routemap (Full, Modular Deep Dive etc)
▪ Identifying at what point during the strategic
planning and the approvals processes the
Routemap should be carried out
▪ Developing the Routemap Strategy, including
the boundaries and parameters of the
Routemap
▪ Planning Routemap activities and capturing
them in an implementation plan to monitor and
drive progress

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Questions?
InfrastructureFoundationMasterclass
41 |

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Diagnosis
Complexity & Capability
42 |

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Diagnosis
43 |
Key activities
▪ Gathering stakeholder perspectives on
complexity and capability through:
▪ Complexity assessments
▪ Capability assessments
▪ Interviews. Workshops and document reviews
▪ Conducting a gap analysis to identify the
differences between the current and required
capabilities, and find opportunities for
improvement
▪ Summarising the information gathered from
the assessments and gap analysis as a set of
findings, and agreeing the findings with
relevant stakeholders

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Understanding Complexity
44 |
Refer to Appendix A in the Handbook
▪ The complexity profile summarises the challenges
of project implementation and improves team
understanding of the strategic risks that may arise
at different points in the project lifecycle.
▪ To create an environment for success, teams
should consider the 12 factors at the earliest stage
of a project and then continually throughout.
▪ Stakeholders may give different ratings depending
on their own perspective.
▪ The assessments are collated to highlight different
perspectives, areas of risk, and an overall picture of
the project’s complexity.

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Complexity Assessment Output (Example)
45 |

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Complexity Assessment
46 |
Refer to Appendix A in the Handbook

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Complexity Assessment (Rating and Evidence)
47 |
Factor
Rating
(L/M/H)
Example comment evidencing chosen rating
Stakeholders/ influencers H
▪ The project involves several government departments and statutory
bodies, which have a great deal of influence on the project.
Stability of overall context
H ▪ The overall context of project delivery is very uncertain because it relies
heavily on changing political will and opinion.
Range of disciplines and skills
H
▪ The project is pushing the boundaries of the supply chain, both in capacity
and capability, particularly in respect of the innovative procurement
strategy.
Organisational capability:
performance to date
M
▪ We have built one similar project with a partner and we are building
another similar project alone.

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Example output

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49 |
Group activity – Complexity Assessment
With your neighbour – 5 minutes
▪ What elements of complexity you recognise?
1. Strategic importance: Does the project support national or
regional policy, strategy and plans, including UN Sustainable
Development Goals and nationally determined contributions to
the Paris Agreement?
2. Stakeholders: What is the nature of the groups or individuals
with an interest in the project?
3. Requirements and benefits: Is it clear between the sponsor
and client what is to be delivered (including environmental and
social requirements) and how this will lead to meeting the
strategic objectives?
4. Stability of overall context: Will the scope, structure and
political economy remain stable during project development?
5. Financial impact and value for money: How financially
significant is the investment for the organisations involved,
and are the expected benefits proportional to the projected
costs?
6. Execution complexity (including technology): How difficult
is the project to deliver due to factors that include: technology,
approach and timescales?
7. Interfaces: Is there a high number of different
organisations/bodies involved in delivery?
8. Range of disciplines and skills: To what extent are
specialist skills required for delivery, and are they available
within the organisation? These might include technical
modelling, social development, environmental and/or
communication skills.
9. Dependencies: Is the project critical to the delivery of other
projects, programmes or areas of work, or dependent upon
other projects for its own success?
10. Extent of change: Does the project involve a significant
change in the way the organisation conducts its work, or is it
business as usual?
11. Organisational capability: performance to date: Do the
organisations involved in delivery of the project have
successful track records?
12. Business environment: Is the national/regional business
environment conducive to achieving successful project
outcomes and value for money?
13. Interconnectedness: How well do the organisations involved
understand the links and connections between the complexity
factors above?

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Understanding Capability
50 |
▪ You need to clearly understand the capabilities of the parties involved in delivering a project. This
is to confirm they have (or will have) the capabilities they need.
▪ Assessing the difference between the current and needed capabilities helps you to understand the
project’s capability gap.
▪ Routemap assesses the organisational capability across four areas of responsibility:
▪ Sponsor
▪ Client
▪ Asset Manager
▪ Market
▪ Capability describes the ability of the sponsor, client, asset manager and market to organise for
effective and efficient delivery.

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Example of Roles
52 |
What does the Sponsor do?
• Responsible for championing the
project and specifies what it
needs to achieve.
What does the Client do?
• Responsible for fulfilling the
brief as set by the sponsor.
What is the Market?
• Organisations which integrate
and compete to deliver good or
services to one or more clients
What does the Asset Manager do?
• Responsible for day-to-day
operations and maintenance of
the asset

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All roles are active throughout each stage of the project life cycle up to project close.

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Example of Roles
54 |
Organisational Design & Development, Good Practice Example 2 - Projects delivering through multiple organisations
The table below shows the relationships between the sponsor, client, market and asset manager roles for some well-known UK
projects, programmes and portfolios:

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55 |
Group activity – Stakeholders
▪ Who is the Sponsor, Client, Asset Manager and Market?
What does the Sponsor do?
Responsible for championing the project and specifies what it needs to do
What does the Client do?
Responsible for fulfilling the brief as set by the sponsor.
What does the Asset Manager do?
Responsible for day-to-day operations and maintenance of the asset
What is the Market?
Organisations which to deliver good or services to one or more clients

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Capability Assessment
56 |
You need to clearly understand the capabilities of the parties involved in delivering a project. This is to confirm they have
(or will have) the capabilities they need. Assessing the difference between the current and needed capabilities helps you
to understand the project’s capability gap. The capability gap can show you where additional activity or effort could
improve project development.
■ The sponsor capability assessment helps you to understand what capability the sponsor requires during the
investment and delivery planning process, to keep the project viable and aligned with wider strategic objectives.
■ The client capability assessment investigates the client organisation’s ability to engage effectively with a supply
chain and to manage the delivery outcomes for potential delivery models.
■ The asset manager capability assessment shows the key requirements and constraints for operating and
maintaining the asset. It also assesses if the sponsor and client organisations are able to undertake their
responsibilities relating to asset management.
■ The market capability assessment examines the broader market’s ability and appetite to respond to requirements
over the life of the infrastructure, including support from consultants, delivery partners, contractors and suppliers.

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Capability Assessment
57 |
Each Assessment identifies observable
characteristics that either support or
undermine effective and efficient project
delivery.
■ These characteristics help determine the
‘current’ and ‘needed’ capabilities for
successful delivery of the project.
■ Assessments should be project-specific
and not just representative of overall
organisational maturity.
The characteristics are grouped into three sets:
Type Description
Type 1 These characteristics hold an organisation back,
regardless of other good practice. You must either
address them, or at least be aware of their possible
consequences.
Type 2 These characteristics are found in organisations that
are performing acceptably. The organisational
arrangements may be in place but not fully optimised.
Type 3 These characteristics are indicative of an effective and
efficient organisation, optimised for delivery of the
project. Not all projects will require these
characteristics to be successful.

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58 |
Group activity – Capability Assessment
▪ What are some capabilities you need?
What characteristics do you recognise?
▪ The client organisation knows what is needed and prioritises accordingly, placing sustainable development at the centre of decision-making alongside
economic considerations.
▪ Project purpose, principles and roles are established before the detailed delivery plan.
▪ Sponsor requirements are translated into clear functional and technical requirements by the client.
▪ Client benchmarks cost and performance and applies industry comparators as appropriate.
▪ Procurement process, including market engagement, explicitly emphasises economic, environmental and social considerations at each stage.
▪ The client has access to environmental and social expertise, and integrates this expertise into the team as appropriate.
▪ The client invests in information management to support decision-making.
▪ The client demonstrates consistent, fair and ethical behaviours.
▪ Governance and management arrangements define clear accountability for economic, environmental and social impacts from senior to working levels.
▪ Governance arrangements provide clear accountability to the sponsoring organisation.
▪ The project team considers all the different options for the project, and conducts cost benefit analysis on a short list.

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What is needed for Setup
Rationale focus
59 |

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Routemap modules – in the life cycle
Rationale
EBC IBC FBC

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Routemap modules
61 | InfrastructureFoundationMasterclass
Rationale
Delivering strategic project
outcomes and realising the benefits
Governance
Establishing clear accountability and
effective decision making
Delivery Planning
Readying the project for transition
into delivery
Development
Organising the project team to
deliver successfully
Procurement
Understanding how the project will
buy the goods and services required
Risk Management
Managing uncertainties and
opportunities
Asset Management
Balancing costs and risks to maximize
whole life benefits
Systems Integration
Making multiple systems work as
one

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Why is the Rationale important?
“Establishclear requirements and iterate these to secure an affordable project, and then hold steady the requirementsand funding to
provide a stable and predictable environment.” Lessons from transport for the sponsorship of major projects
Department for Transport and Infrastructure and Projects Authority 2019
Typical findings
▪ Requirements are not well defined, so the purpose of the project and/or what it needs to deliver is confusing.
▪ Not aligned to national or international goals regarding economic, environmental and social value
▪ Difficult to prove success because the benefits are not defined in tangible or measurable terms.
▪ No clear process, nor responsibilities, for prioritising requirements
▪ Not clear how the deliverables align or contribute to the expected benefits
▪ Best time to deploy Routemap is by
integrating it into the strategic planning
and business case development of a
project. This means that you can bring in
best practice and lessons from other
major projects, from the outset.

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Rationale module
Delivering strategic project outcomes and realising the benefits
63 |

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Rationale module
Developing a project vision
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■ Create a shared vision of what success will look like.
The vision should be realised, easy to understand, and
measurable.
■ It should specifically set out what will be classed as
good, with respect to economic, environmental and
social risks and impacts.
■ The vision should incorporate strategic objectives
relating to sustainable development, ESG.
■ Communicating the vision, is a fundamental part of
stakeholder engagement and community
consultation.
“Sustainability is not an add-on to the Programme and Project Partner
mission. Embraced fully and with agency our sustainability approach
will accelerate Programme and Project Partners and Sellafield Ltd
success and provide additional, permanent, regenerative benefits”.

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Rationale module
Aligning requirements
65 |
Benefits mapping provides an easily understandable
visual representation of the relationships between the
outputs, outcomes and benefits to be realised as a
result of a project.
■ Outputs also referred to as a capability, deliverable,
or product. Outputs that do not contribute to
achieving an outcome are of questionable value.
■ Outcomes are a result of change which affects real
world behaviour/ circumstances and may lead to one
or more benefits. Outcomes are achieved as a result
of the work done by projects and other activities
creating outputs and new/enhanced organisational
capability.
■ Benefits are the measurable improvements resulting
from, and enabled by, the outcomes. Realisation of
benefits should be tracked and reported.

Client Confidential
Rationale module
Aligning requirements
66 |
Midland Main Line is integral to
delivering the UK Government’s
vision for decarbonising
Transport and the Traction
Decarbonisation Network
Strategy (TDNS).
A benefits mapping was carried
out to understand what needed
to be measured to quantify
programme success.
This exercise triggered
activities to understand what
the baseline conditions were
prior to programme
commencement

Client Confidential
67 |
Group activity – Rationale Module
▪ What is your projects vision?
▪ How is your project measuring success?
Example of outputs, outcomes and benefits?

Client Confidential
Questions?
68 |

Client Confidential
69 |
Stage 3 Action Planning
Collaborative development of
practical solutions to enhance
capability

Client Confidential
Action Planning
70 |
Key activities
▪ Developing recommendations: high-level
ways to address project development that
address the findings
▪ Developing a detailed action plan that
describes the activities through which the
agreed recommendations will be
implemented
▪ Integrating the action plan into ongoing
project development activity and
socialising the it with the stakeholders
involved

Client Confidential
Workshops
71 |
▪ A workshop, or series of workshops, are often the best way to bring
stakeholders together to develop and agree recommendations (and in Step
9, an action plan)
▪ You should invite participants, the Commissioning Body and other key,
appropriate stakeholders, to ensure the recommendations have senior level
support and are achievable.
▪ Subject matter experts can also guide participants in developing the
recommendations. They will provide a different perspective and introduce
real world examples of best practice they have used previously

Client Confidential
Workshops
72 |
▪ Routemap team
▪ Programme Manager
▪ Local Government
▪ National Government
▪ Routemap team
▪ Operations Officer
▪ Head of HR
▪ Suppliers
▪ Routemap Team
▪ Controls Team
▪ Operations Officer
▪ Head of Corporate Risk

Client Confidential
Example
73 |
Finding 3
There is no clear, commonly
understood target operating model
across the three sites, and as such
this thinking isn’t being
incorporated into project
development.
There are no plans to enhance the
capabilities of the Estates team in
time for commissioning and
handover.
Relevant modules Example recommendations
Project leadership should
communicate a clear vision of the
target operating model, including
those parts of the wider system
outside the immediate scope of the
project.
Operational capacity and
competency requirements should
be clearly identified, both during
and after the project.
Project plans should include
activities to develop the required
capacity and competence.
➔ ➔

Client Confidential
Step 9: Developing actions examples
74 |
Finding
➔
Recommendation
➔
There is no clear, commonly
understood target operating model
across the three sites, and as such
this thinking isn’t being incorporated
into project development.
Project leadership should
communicate a clear vision of the
target operating model, including
those parts of the wider system
outside the immediate scope of the
project.
Example of Actions required to support the
Recommendation
▪ Establish the design principles for the target
operating model including how the new
building will maintained as part of an enlarged
estate.
▪ Communicate this to everyone involved in the
project.
▪ Ensure requirements to enable the target
operating model are captured and fed into
project design.
▪ Consider the need for change management.

Client Confidential
Example actions
75 |
Overview of the
Routemap
Head of
Governance
PMO Lead
Head of
Delivery
Head of
Portolio
Head of
Delivery

Client Confidential
Step 9: Action Planning

Client Confidential
Example

Client Confidential
78 |
Group activity – Reflection
▪ What are some the actions you will take?
▪ Managing your Sponsor, Client,
Asset Manager and Market
▪ Identifying capability gaps
▪ Developing a project vision
▪ Knowing how you will measure
success?
▪ Who will be responsible?

Client Confidential
Key resources
Project Routemap GOV UK
■ PDF Materials (Flyer, Handbook, Modules)
■ Editable templates
■ Collateral material
79 |

Client Confidential
How can IPA and Turner & Townsend support you
80 |
▪ Provide you with a full Routemap
Assessment of your programmes
▪ Train individuals within your
departments to be able to carry out
assessments
▪ Support the delivery of your programmes
using Routemap methodology
▪ Deliver knowledge shares on key
Routemap concepts

Client Confidential
Questions?
81 |

Client Confidential
Further Routemap
specific support
82 |
Dr Frederick Levy
Programme Advisory
Turner & Townsend
frederick.levy@turntown.co.uk
Nina Ciuffardi
Project Initiation Capability,
Infrastructure & Projects Authority
nina.ciuffardi@ipa.gov.uk

Project Development Routemap UK – Caribbean Knowledge Exchange Programme

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