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Project Development Routemap - Infrastructure Foundation Masterclass

The document provides an agenda and overview for a masterclass training on the IPA Project Routemap methodology. The training aims to help participants understand how Routemap can be applied to identify capability needs for complex infrastructure projects. It discusses the Routemap modules, case studies of international applications, and the multi-step process for conducting a Routemap assessment. The document also outlines the roles involved and how Routemap fits within the overall project lifecycle and setup tools.

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Client Confidential Project Development Routemap Infrastructure Foundation Masterclass Project Development Routemap Infrastructure Foundation Masterclass in partnership with
Client Confidential Infrastructure Foundation Masterclass 2 | 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
Client Confidential Infrastructure Foundation Masterclass 3 | 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.
Client Confidential Infrastructure Foundation Masterclass 4 | 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.
Client Confidential Infrastructure Foundation Masterclass 5 | Turner & Townsend
Client Confidential Infrastructure Foundation Masterclass 6 | 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
Client Confidential Introduction to IPA Project Routemap Infrastructure Foundation Masterclass 7 |
Client Confidential IPA Setup Toolkit How does Routemap fit with key concepts 8 | 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
Client Confidential Background Infrastructure Foundation Masterclass 9 | ▪ 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
Client Confidential Background Infrastructure Foundation Masterclass 10 | ▪ 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
Client Confidential Background Infrastructure Foundation Masterclass 11 | ▪ 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
Client Confidential 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 Infrastructure Foundation Masterclass 12 |
Client Confidential 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 13 | Infrastructure Foundation Masterclass
Client Confidential Routemap benefits Infrastructure Foundation Masterclass 14 | Link: Benefits of Project Routemap - YouTube
Client Confidential Organisations involved in Routemap Infrastructure Foundation Masterclass 15 | 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
Client Confidential International Case Studies Infrastructure Foundation Masterclass 16 | 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
Client Confidential Turner & Townsend with Project Routemap Infrastructure Foundation Masterclass 17 |
Client Confidential International and UK Routemaps Infrastructure Foundation Masterclass 18 | ▪ UK/UN International Guidance ▪ Tailored for international development ▪ Created 2019, iterated 2022 ▪ UK Guidance ▪ Based on UK projects and programmes ▪ Refresh 2022
Client Confidential Other IPA Project Set Up tools Infrastructure Foundation Masterclass 19 | 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
Client Confidential Recent applications Infrastructure Foundation Masterclass 20 | 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
Client Confidential Project Routemap vs Assurance InfrastructureFoundationMasterclass 21 | 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
Client Confidential 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. 22 | ▪ 10 Step Process for application of Routemap ▪ Eight Routemap modules of good practice InfrastructureFoundationMasterclass 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
Client Confidential Routemap modules 23 | 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 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
Client Confidential Routemap modules – who was involved 24 | InfrastructureFoundationMasterclass 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 Organisation Design & 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 Setup Diagnosis Action Planning Infrastructure Foundation Masterclass 25 |
Client Confidential Six cross cutting themes 26 | Infrastructure Foundation Masterclass
Client Confidential Six cross cutting themes 27 | Infrastructure Foundation Masterclass
Client Confidential Different ways to use Routemap InfrastructureFoundationMasterclass 28 | ▪ 10 Step Process in the Handbook ▪ Using the modules as a reference for good practice prompts ▪ Making an assessment of performance across a portfolio
Client Confidential Routemap modules – in the life cycle 29 | Infrastructure Foundation Masterclass EBC IBC FBC Rationale
Client Confidential Applicability to different types of projects Infrastructure Foundation Masterclass 32 | ▪ 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”:
Client Confidential What is the Routemap process? Infrastructure Foundation Masterclass 33 | 07 08 09 10
Client Confidential The methodology Infrastructure Foundation Masterclass 34 |
Client Confidential Three approaches to applying Routemap Infrastructure Foundation Masterclass 35 | ▪ This training focuses on the Full Project Review approach
Client Confidential Infrastructure Foundation Masterclass 36 | 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?
Client Confidential 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. Infrastructure Foundation Masterclass 37 |
Client Confidential Routemap tools and outputs InfrastructureFoundationMasterclass 38 | 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
Client Confidential Setup Turner & Townsend 1 Day Course - IPA Project Routemap 39 | 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
Client Confidential Questions? InfrastructureFoundationMasterclass 40 |
Client Confidential Diagnosis Complexity & Capability InfrastructureFoundationMasterclass 41 |
Client Confidential Diagnosis Infrastructure Foundation Masterclass 42 | 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
Client Confidential Understanding Complexity Infrastructure Foundation Masterclass 43 | 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.
Client Confidential Complexity Assessment Output (Example) Infrastructure Foundation Masterclass 44 |
Client Confidential Complexity Assessment Infrastructure Foundation Masterclass 45 | Refer to Appendix A in the Handbook
Client Confidential Complexity Assessment (Rating and Evidence) Infrastructure Foundation Masterclass 46 | 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.
Client Confidential Infrastructure Foundation Masterclass 47 | Example output
Client Confidential Infrastructure Foundation Masterclass 48 | 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?
Client Confidential Understanding Capability Infrastructure Foundation Masterclass 49 | ▪ 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.
Client Confidential Understanding Capability Infrastructure Foundation Masterclass 50 |
Client Confidential Example of Roles Infrastructure Foundation Masterclass 51 | 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
Client Confidential Understanding Capability Infrastructure Foundation Masterclass 52 | All roles are active throughout each stage of the project life cycle up to project close.
Client Confidential Example of Roles Infrastructure Foundation Masterclass 53 | 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:
Client Confidential Infrastructure Foundation Masterclass 54 | Group activity – Stakeholders With your neighbour – 5 minutes ▪ 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
Client Confidential Capability Assessment Infrastructure Foundation Masterclass 55 | 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.
Client Confidential Capability Assessment Infrastructure Foundation Masterclass 56 | 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.
Client Confidential Infrastructure Foundation Masterclass 57 | Group activity – Capability Assessment With your neighbour – 5 minutes ▪ 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.
Client Confidential What is needed for Setup Rationale focus InfrastructureFoundationMasterclass 58 |
Client Confidential Routemap modules – in the life cycle 59 | Infrastructure Foundation Masterclass Rationale EBC IBC FBC
Client Confidential Routemap modules 60 | 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 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
Client Confidential Why is the Rationale important? 61 | Infrastructure Foundation Masterclass “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.
Client Confidential Rationale module Delivering strategic project outcomes and realising the benefits Infrastructure Foundation Masterclass 62 |
Client Confidential Rationale module Developing a project vision Infrastructure Foundation Masterclass 63 | ■ 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”.
Client Confidential Rationale module Aligning requirements Infrastructure Foundation Masterclass 64 | 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 Infrastructure Foundation Masterclass 65 | 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 Infrastructure Foundation Masterclass 66 | Group activity – Rationale Module With your neighbour – 5 minutes ▪ What is your projects vision? ▪ How is your project measuring success? Example of outputs, outcomes and benefits?
Client Confidential Questions? InfrastructureFoundationMasterclass 67 |
Client Confidential InfrastructureFoundationMasterclass 68 | Stage 3 Action Planning Collaborative development of practical solutions to enhance capability
Client Confidential Action Planning Infrastructure Foundation Masterclass 69 | 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 Infrastructure Foundation Masterclass 70 | ▪ 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 Infrastructure Foundation Masterclass 71 | ▪ Routemap team ▪ Programme Manager ▪ Local Government ▪ National Government ▪ Routemap team ▪ Programme Manager ▪ Operations Officer ▪ Head of HR ▪ Suppliers ▪ Routemap Team ▪ Programme Manager ▪ Controls Team ▪ Operations Officer ▪ Head of Corporate Risk
Client Confidential Example 72 | 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. Infrastructure Foundation Masterclass 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 73 | 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. Infrastructure Foundation Masterclass 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 74 | Overview of the Routemap Setup Diagnosis Action Planning Infrastructure Foundation Masterclass Head of Governance PMO Lead Head of Delivery Head of Portolio Head of Delivery
Client Confidential Step 9: Action Planning 75 | Infrastructure Foundation Masterclass
Client Confidential Example 76 | Infrastructure Foundation Masterclass
Client Confidential Infrastructure Foundation Masterclass 77 | Group activity – Reflection With your neighbour – 5 minutes ▪ 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 Infrastructure Foundation Masterclass 78 |
Client Confidential How can IPA and Turner & Townsend support you Infrastructure Foundation Masterclass 79 | ▪ 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? InfrastructureFoundationMasterclass 80 |
Client Confidential Further Routemap specific support InfrastructureFoundationMasterclass 81 | 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

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Project Development Routemap - Infrastructure Foundation Masterclass

  • 1.
  • 2.
    Client Confidential Infrastructure FoundationMasterclass 2 | 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
  • 3.
    Client Confidential Infrastructure FoundationMasterclass 3 | 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.
  • 4.
    Client Confidential Infrastructure FoundationMasterclass 4 | 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.
  • 5.
    Client Confidential Infrastructure FoundationMasterclass 5 | Turner & Townsend
  • 6.
    Client Confidential Infrastructure FoundationMasterclass 6 | 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
  • 7.
    Client Confidential Introduction to IPAProject Routemap Infrastructure Foundation Masterclass 7 |
  • 8.
    Client Confidential IPA Setup Toolkit How doesRoutemap fit with key concepts 8 | 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
  • 9.
    Client Confidential Background Infrastructure FoundationMasterclass 9 | ▪ 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
  • 10.
    Client Confidential Background Infrastructure FoundationMasterclass 10 | ▪ 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
  • 11.
    Client Confidential Background Infrastructure FoundationMasterclass 11 | ▪ 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
  • 12.
    Client Confidential What isRoutemap? ■ 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 Infrastructure Foundation Masterclass 12 |
  • 13.
    Client Confidential Who woulduse 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 13 | Infrastructure Foundation Masterclass
  • 14.
    Client Confidential Routemap benefits InfrastructureFoundation Masterclass 14 | Link: Benefits of Project Routemap - YouTube
  • 15.
    Client Confidential Organisations involvedin Routemap Infrastructure Foundation Masterclass 15 | 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
  • 16.
    Client Confidential International CaseStudies Infrastructure Foundation Masterclass 16 | 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
  • 17.
    Client Confidential Turner &Townsend with Project Routemap Infrastructure Foundation Masterclass 17 |
  • 18.
    Client Confidential International andUK Routemaps Infrastructure Foundation Masterclass 18 | ▪ UK/UN International Guidance ▪ Tailored for international development ▪ Created 2019, iterated 2022 ▪ UK Guidance ▪ Based on UK projects and programmes ▪ Refresh 2022
  • 19.
    Client Confidential Other IPAProject Set Up tools Infrastructure Foundation Masterclass 19 | 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
  • 20.
    Client Confidential Recent applications InfrastructureFoundation Masterclass 20 | 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
  • 21.
    Client Confidential Project Routemapvs Assurance InfrastructureFoundationMasterclass 21 | 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
  • 22.
    Client Confidential A capabilitybuilding 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. 22 | ▪ 10 Step Process for application of Routemap ▪ Eight Routemap modules of good practice InfrastructureFoundationMasterclass 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
  • 23.
    Client Confidential Routemap modules 23| 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 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
  • 24.
    Client Confidential Routemap modules– who was involved 24 | InfrastructureFoundationMasterclass 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 Organisation Design & 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,
  • 25.
    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 Setup Diagnosis Action Planning Infrastructure Foundation Masterclass 25 |
  • 26.
    Client Confidential Six crosscutting themes 26 | Infrastructure Foundation Masterclass
  • 27.
    Client Confidential Six crosscutting themes 27 | Infrastructure Foundation Masterclass
  • 28.
    Client Confidential Different waysto use Routemap InfrastructureFoundationMasterclass 28 | ▪ 10 Step Process in the Handbook ▪ Using the modules as a reference for good practice prompts ▪ Making an assessment of performance across a portfolio
  • 29.
    Client Confidential Routemap modules– in the life cycle 29 | Infrastructure Foundation Masterclass EBC IBC FBC Rationale
  • 30.
    Client Confidential Applicability todifferent types of projects Infrastructure Foundation Masterclass 32 | ▪ 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”:
  • 31.
    Client Confidential What isthe Routemap process? Infrastructure Foundation Masterclass 33 | 07 08 09 10
  • 32.
  • 33.
    Client Confidential Three approachesto applying Routemap Infrastructure Foundation Masterclass 35 | ▪ This training focuses on the Full Project Review approach
  • 34.
    Client Confidential Infrastructure FoundationMasterclass 36 | 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?
  • 35.
    Client Confidential When toapply 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. Infrastructure Foundation Masterclass 37 |
  • 36.
    Client Confidential Routemap toolsand outputs InfrastructureFoundationMasterclass 38 | 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
  • 37.
    Client Confidential Setup Turner &Townsend 1 Day Course - IPA Project Routemap 39 | 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
  • 38.
  • 39.
    Client Confidential Diagnosis Complexity &Capability InfrastructureFoundationMasterclass 41 |
  • 40.
    Client Confidential Diagnosis Infrastructure FoundationMasterclass 42 | 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
  • 41.
    Client Confidential Understanding Complexity InfrastructureFoundation Masterclass 43 | 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.
  • 42.
    Client Confidential Complexity AssessmentOutput (Example) Infrastructure Foundation Masterclass 44 |
  • 43.
    Client Confidential Complexity Assessment InfrastructureFoundation Masterclass 45 | Refer to Appendix A in the Handbook
  • 44.
    Client Confidential Complexity Assessment(Rating and Evidence) Infrastructure Foundation Masterclass 46 | 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.
  • 45.
    Client Confidential Infrastructure FoundationMasterclass 47 | Example output
  • 46.
    Client Confidential Infrastructure FoundationMasterclass 48 | 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?
  • 47.
    Client Confidential Understanding Capability InfrastructureFoundation Masterclass 49 | ▪ 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.
  • 48.
  • 49.
    Client Confidential Example ofRoles Infrastructure Foundation Masterclass 51 | 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
  • 50.
    Client Confidential Understanding Capability InfrastructureFoundation Masterclass 52 | All roles are active throughout each stage of the project life cycle up to project close.
  • 51.
    Client Confidential Example ofRoles Infrastructure Foundation Masterclass 53 | 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:
  • 52.
    Client Confidential Infrastructure FoundationMasterclass 54 | Group activity – Stakeholders With your neighbour – 5 minutes ▪ 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
  • 53.
    Client Confidential Capability Assessment InfrastructureFoundation Masterclass 55 | 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.
  • 54.
    Client Confidential Capability Assessment InfrastructureFoundation Masterclass 56 | 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.
  • 55.
    Client Confidential Infrastructure FoundationMasterclass 57 | Group activity – Capability Assessment With your neighbour – 5 minutes ▪ 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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    Client Confidential What isneeded for Setup Rationale focus InfrastructureFoundationMasterclass 58 |
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    Client Confidential Routemap modules– in the life cycle 59 | Infrastructure Foundation Masterclass Rationale EBC IBC FBC
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    Client Confidential Routemap modules 60| 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 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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    Client Confidential Why isthe Rationale important? 61 | Infrastructure Foundation Masterclass “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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    Client Confidential Rationale module Deliveringstrategic project outcomes and realising the benefits Infrastructure Foundation Masterclass 62 |
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    Client Confidential Rationale module Developinga project vision Infrastructure Foundation Masterclass 63 | ■ 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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    Client Confidential Rationale module Aligningrequirements Infrastructure Foundation Masterclass 64 | 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.
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    Client Confidential Rationale module Aligningrequirements Infrastructure Foundation Masterclass 65 | 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
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    Client Confidential Infrastructure FoundationMasterclass 66 | Group activity – Rationale Module With your neighbour – 5 minutes ▪ What is your projects vision? ▪ How is your project measuring success? Example of outputs, outcomes and benefits?
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    Client Confidential InfrastructureFoundationMasterclass 68 | Stage3 Action Planning Collaborative development of practical solutions to enhance capability
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    Client Confidential Action Planning InfrastructureFoundation Masterclass 69 | 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
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    Client Confidential Workshops Infrastructure FoundationMasterclass 70 | ▪ 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
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    Client Confidential Workshops Infrastructure FoundationMasterclass 71 | ▪ Routemap team ▪ Programme Manager ▪ Local Government ▪ National Government ▪ Routemap team ▪ Programme Manager ▪ Operations Officer ▪ Head of HR ▪ Suppliers ▪ Routemap Team ▪ Programme Manager ▪ Controls Team ▪ Operations Officer ▪ Head of Corporate Risk
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    Client Confidential Example 72 | Finding3 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. Infrastructure Foundation Masterclass 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. ➔ ➔
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    Client Confidential Step 9:Developing actions examples 73 | 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. Infrastructure Foundation Masterclass 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.
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    Client Confidential Example actions 74| Overview of the Routemap Setup Diagnosis Action Planning Infrastructure Foundation Masterclass Head of Governance PMO Lead Head of Delivery Head of Portolio Head of Delivery
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    Client Confidential Step 9:Action Planning 75 | Infrastructure Foundation Masterclass
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    Client Confidential Example 76 |Infrastructure Foundation Masterclass
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    Client Confidential Infrastructure FoundationMasterclass 77 | Group activity – Reflection With your neighbour – 5 minutes ▪ 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?
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    Client Confidential Key resources ProjectRoutemap GOV UK ■ PDF Materials (Flyer, Handbook, Modules) ■ Editable templates ■ Collateral material Infrastructure Foundation Masterclass 78 |
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    Client Confidential How canIPA and Turner & Townsend support you Infrastructure Foundation Masterclass 79 | ▪ 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
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    Client Confidential Further Routemap specificsupport InfrastructureFoundationMasterclass 81 | 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