This document discusses Constructing Excellence (CE), a non-profit organization that promotes collaboration and excellence in construction projects. CE operates in the UK and has expanded to Qatar and the UAE. CE helped improve sustainability, costs, and outcomes on major UK projects like London 2012 and Crossrail. CE encourages early collaboration, common processes, long-term relationships, and measuring performance to deliver greater value and benefits through construction projects. The document provides examples of projects that achieved savings and other benefits through CE's principles of collaborative working.

1. @constructingexc #CEinQatar
Excellence through collaboration
– the delivery of sustainability
in mega projects
Don Ward
Chief Executive

2. @constructingexc #CEinQatar
Constructing Excellence
A not-for-profit
pan-industry organisation
driving change in UK construction
“Excellence through Collaboration”

3. @constructingexc #CEinQatar
9 worldwide partners in the
Constructing Excellence International Alliance
CE International Alliance Other linksProject partners
Australia
Denmark
Hong Kong
Netherlands
Norway
New Zealand
Qatar
Singapore
UAE
UK

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Collaboration, Synergy, Optimisation

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About our strategic partner: BRE

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BRE collaborative working tools include
The ultimate tool for
managing quality,
environmental,
health and safety
performance

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Our purpose in Qatar and UAE
To develop and promote excellence in delivery across the sector
to help improve briefing, procurement, employment, integrated design and
construction, productivity, sustainability, value, legacy, and more
CE in Qatar is an independent not-for-profit membership network,
operated with BRE, with a plan to hand over a legacy within 3 years

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In the UK we were set up by the government 15
years ago, funding is now mainly from industry
Industry
membership
Commercial
income
Government
programmes

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Sustainability
£

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Over 500 Demonstrations
from all sectors, regions and sizes

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Demonstration projects
out-perform the rest of the industry
2006 pan-industry performance = 100
50
0
100
150
200
250
300
350
770

12. @constructingexc #CEinQatar
T5
Heathrow
London
2012
Crossrail
Nuclear
power
HS2
Influencing the mega projects of today
to improve the industry of tomorrow
- and setting the bar ever higher for the next one

13. @constructingexc #CEinQatar
London 2012 good practices included
Stakeholder governance and management
Programme management
Supplier engagement
Procurement
Pre-planning
Building Information Modelling
Logistics
Sustainability
Waste management & recycling
Legacy value
Safety, health & welfare
Local training & apprentices
http://learninglegacy.independent.gov.uk

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Three overriding principles
of collaborative working
Common vision
and leadership
Processes
and tools
Culture and
behaviours

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There are 6 critical success factors
Early involvement
Selection by value
Common processes and tools } BIM, continuous
Measurement of performance } improvement,
Long-term relationships } lean
Aligned commercial arrangements

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Construction 2025, BIS, 2013
“Growth through productivity”
People
Smart
Sustainable
Growth
Leadership
Business models – Smart - Industrialisation - Retrofit

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Radical innovation or continuous improvement?
Product
Process
Business models
Materials
People
Data, technology

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“Two-stage open-book” procurement
PROJECT SAVINGS OTHER BENEFITS
Cookham Wood Youth
Justice Board -
Ministry of Justice
20%
Cost and programme certainty lean programming
Innovation through collaboration reduced prospective
operating costs
Project Horizon
17%
(+16%)
Improved whole life value improved warranties and quality
control employment and skills commitments increased
recycling/reduced landfill
Supply Chain
Management Group,
Hackney/Haringey
14%
Improved end user satisfaction reduced defects reduced
waste to landfill, carbon emissions improved employment
and skills
Archbishop Beck
school, Liverpool
20%
Improved programme certainty innovations through early
engagement of the team improved local employment and
skills commitment

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Above all, customers want value
and we need to understand how clients and
users measure it (£, happy residents, CO2 etc)
Value =
Benefit
___________
Cost
WHOLE
LIFE

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Pressures on clients are opportunities to innovate
“More
for less”
Budget
cuts
Legislation
Regulation
Funding &
Capital
finance
Capital vs
Operating
budgets
Safety –
and health
& welfare
“Future
proof”
Local jobs
SMEs and
social
value
Delivering
in ‘live’ or
occupied
premises
Pressure
to open on
time
“Growth”
BIM
Environmental
sustainability
Product-
ivity
Asset
management
strategy
Affordability

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Design
Construction
The value of client outcomes
far outweighs the project costs
Business Costs
Operation and
Maintenance
Outcomes
“1 : 5 : 200+”
Process Push
User Pull

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St Francis of Assisi Academy, Liverpool
- sustainability delivering value
“The excellent GCSE results
and the fact that our students
finished top of the national
league tables for progress can
rightly be attributed to the
impact the building had on
their studies”
Green values help academy top new league table
“A school which offers its pupils a green-focused education has won
plaudits for having the best teaching standards in the country….”
The Independent, 11 Jan 2007

23. @constructingexc #CEinQatar
@CEinQatar (twitter)
don.ward@constructingexcellence.qa
Contact us in the GCC
www.constructingexcellence.qa