A systems approach to infrastructure delivery SAID - Revision history

Editor at 14:29, 27 April 2022

2022-04-27T14:29:31Z

← Older revision		Revision as of 14:29, 27 April 2022
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	* UK Digital Strategy.		* UK Digital Strategy.

−	[[Category:DCN_Event]] [[Category:DCN_News]] [[Category:DCN_Report]] [[Category:DCN_Research,_Development_and_Innovation]] [[Category:Publications_/_reports]] [[Category:Research_/_Innovation]]	+	[[Category:DCN_Event]] [[Category:DCN_News]] [[Category:DCN_Report]] [[Category:DCN_Research,_Development_and_Innovation]] [[Category:Publications_/_reports]] [[Category:Research_/_Innovation]] [[Category:Procurement]]

Designing Buildings at 06:07, 22 April 2022

2022-04-22T06:07:44Z

← Older revision		Revision as of 06:07, 22 April 2022
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	The industry and literature review revealed enormous support for much greater use of systems thinking in how the infrastructure industry delivers complex projects. It heard that a systems approach could provide better outcomes for owners and users and help the sector to make progress with its great strategic challenges, not least its contribution to achieving net-zero carbon emissions by 2050. The review has used these findings to propose a new Systems Approach to Infrastructure Delivery. The SAID model has eight components.		The industry and literature review revealed enormous support for much greater use of systems thinking in how the infrastructure industry delivers complex projects. It heard that a systems approach could provide better outcomes for owners and users and help the sector to make progress with its great strategic challenges, not least its contribution to achieving net-zero carbon emissions by 2050. The review has used these findings to propose a new Systems Approach to Infrastructure Delivery. The SAID model has eight components.

−	== Outcome not edifices ==	+	# Outcome not edifices: Owners must clearly define the user outcome, so that engineers and technology developers can deliver for that use.
−		+	# Close the gap: Close the gap between infrastructure and sectors adapting better to technological change. Cherry-pick best practices to improve delivery efficiency.
−	Owners must clearly define the user outcome, so that engineers and technology developers can deliver for that use.	+	# Owners must own projects: Owners should give direction on everything, from functional requirements for the operational system to data requirements and acceptable technology and innovation risks.
−		+	# Future proof projects: Use the V-cycle process to establish systems architecture, manage technology development and upgrade it with minimal disruption.
−	== Close the gap ==	+	# Think shovel worthy, not shovel ready: Front-end project development gives clearer project definition, creates a more stable delivery environment and improves stakeholder engagement and management.
−		+	# Bake in systems thinking: Bake systems thinking and risk management into the project DNA. Design an organisation and structure that mirrors how you’re going to manage risk.
−	Close the gap between infrastructure and sectors adapting better to technological change. Cherry-pick best practices to improve delivery efficiency.	+	# Agile leadership: Agile leadership adapts to multiple risks in complex systems. Spread authority through empowerment models that listen to the right voices at critical moments, enable skilled front-line people to make decisions and support baton handovers.
−		+	# Data oils your project: Owners should define the vital data for delivering the service, the appropriate collaboration model and share it through the supply chain. Collaborating around shared data increases productivity, enables integration and improves operational performance.
−	== Owners must own projects ==	+
−		+
−	Owners should give direction on everything, from functional requirements for the operational system to data requirements and acceptable technology and innovation risks.	+
−		+
−	== Future proof projects ==	+
−		+
−	Use the V-cycle process to establish systems architecture, manage technology development and upgrade it with minimal disruption.	+
−		+
−	== Think shovel worthy, not shovel ready~~. ==~~	+
−		+
−	Front-end project development gives clearer project definition, creates a more stable delivery environment and improves stakeholder engagement and management.	+
−		+
−	== Bake in systems thinking ==	+
−		+
−	Bake systems thinking and risk management into the project DNA. Design an organisation and structure that mirrors how you’re going to manage risk.	+
−		+
−	== Agile leadership ==	+
−		+
−	Agile leadership adapts to multiple risks in complex systems. Spread authority through empowerment models that listen to the right voices at critical moments, enable skilled front-line people to make decisions and support baton handovers.	+
−		+
−	== Data oils your project ==	+
−		+
−	Owners should define the vital data for delivering the service, the appropriate collaboration model and share it through the supply chain. Collaborating around shared data increases productivity, enables integration and improves operational performance.	+

	== Recommendations ==		== Recommendations ==

−	To help create an environment in which the infrastructure sector can deliver a Systems Approach to Infrastructure Delivery, the review has identified actions for the Government, the Construction Leadership Council and ICE in the following areas: ~~Construction~~ readiness, ~~Future~~ leaders, ~~Data~~-driven planning, project delivery and asset management.	+	To help create an environment in which the infrastructure sector can deliver a Systems Approach to Infrastructure Delivery, the review has identified actions for the Government, the Construction Leadership Council and ICE in the following areas: construction readiness, future leaders, data-driven planning, project delivery and asset management.
−		+
−	~~The full report can be downloaded via this link:~~	+

−	[https://www.ice.org.uk/knowledge-and-resources/briefing-sheet/a-systems-approach-to-infrastructure-delivery https://www.ice.org.uk/knowledge-and-resources/briefing-sheet/a-systems-approach-to-infrastructure-delivery]	+	The full report can be downloaded via this link: [https://www.ice.org.uk/knowledge-and-resources/briefing-sheet/a-systems-approach-to-infrastructure-delivery https://www.ice.org.uk/knowledge-and-resources/briefing-sheet/a-systems-approach-to-infrastructure-delivery]

	= SAID Report Part 2 =		= SAID Report Part 2 =
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	== Webinar ==		== Webinar ==

−	20th April webinar to engage with industry leaders and learn about applying the eight principles. Register ~~below~~:	+	20th April webinar to engage with industry leaders and learn about applying the eight principles. Register at: [https://myice.ice.org.uk/events/event-registration?eventid=8304 https://myice.ice.org.uk/events/event-registration?eventid=8304]
−		+
−	[https://myice.ice.org.uk/events/event-registration?eventid=8304 https://myice.ice.org.uk/events/event-registration?eventid=8304]	+

	At this launch event, review chair Andrew Mc Naughton, infrastructure sector lead at Aczel, will be joined by representatives from the six featured projects – Tideway, Crossrail, East West Rail, the British Antarctic Survey’s Infrastructure Investment Programme, Anglian Water’s Strategic Pipeline Alliance, and the development of major contractor Costain’s Systems Approach Capability. These case studies have given us a deeper understanding about how those eight principles can support the delivery of modern infrastructure projects.		At this launch event, review chair Andrew Mc Naughton, infrastructure sector lead at Aczel, will be joined by representatives from the six featured projects – Tideway, Crossrail, East West Rail, the British Antarctic Survey’s Infrastructure Investment Programme, Anglian Water’s Strategic Pipeline Alliance, and the development of major contractor Costain’s Systems Approach Capability. These case studies have given us a deeper understanding about how those eight principles can support the delivery of modern infrastructure projects.
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	[https://www.ice.org.uk/events/latest-events/a-systems-approach-to-infrastructure-delivery-part-2-apr-22/ https://www.ice.org.uk/events/latest-events/a-systems-approach-to-infrastructure-delivery-part-2-apr-22/]		[https://www.ice.org.uk/events/latest-events/a-systems-approach-to-infrastructure-delivery-part-2-apr-22/ https://www.ice.org.uk/events/latest-events/a-systems-approach-to-infrastructure-delivery-part-2-apr-22/]

		+	-----
	This article is based on reports, articles and blogs available via the ICE website, links have been given in the text above.		This article is based on reports, articles and blogs available via the ICE website, links have been given in the text above.

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	* The impact of digital on civil engineering.		* The impact of digital on civil engineering.
	* UK Digital Strategy.		* UK Digital Strategy.
		+
		+	[[Category:DCN_Event]] [[Category:DCN_News]] [[Category:DCN_Report]] [[Category:DCN_Research,_Development_and_Innovation]] [[Category:Publications_/_reports]] [[Category:Research_/_Innovation]]

Designing Buildings at 06:02, 22 April 2022

2022-04-22T06:02:32Z

Editor at 05:39, 20 April 2022

2022-04-20T05:39:33Z

← Older revision		Revision as of 05:39, 20 April 2022
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	{\|		{\|
−	\|width="100%"\| [[File:ICE_SAID_part_1.jpg\|link=~~File~~:~~ICE_SAID_part_1~~.~~jpg~~]]	+	\|width="100%"\| [[File:ICE_SAID_part_1.jpg\|link=https://www.ice.org.uk/knowledge-and-resources/briefing-sheet/a-systems-approach-to-infrastructure-delivery]]
	\|-		\|-
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Editor at 05:38, 20 April 2022

2022-04-20T05:38:30Z

← Older revision		Revision as of 05:38, 20 April 2022
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	{\|		{\|
−	\|width="100%"\| [[File:~~ICE SAID part 1~~.jpg]]	+	\|width="100%"\| [[File:ICE_SAID_part_1.jpg\|link=File:ICE_SAID_part_1.jpg]]
	\|-		\|-
	\|		\|
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	The second part of the SAID report is to be published at the and of April 2022, more information as well as the webinar launch details can be found at the top of this page. This work on how a more whole-systems approach can improve infrastructure project delivery and secure better outcomes for asset owners and the public, follows with the second report looking at how the complexity of modern infrastructure projects can be simplified.		The second part of the SAID report is to be published at the and of April 2022, more information as well as the webinar launch details can be found at the top of this page. This work on how a more whole-systems approach can improve infrastructure project delivery and secure better outcomes for asset owners and the public, follows with the second report looking at how the complexity of modern infrastructure projects can be simplified.

−	At this launch event, review chair Andrew Mc Naughton, infrastructure sector lead at Aczel, will be joined by representatives from the six featured projects – Tideway, Crossrail, East West Rail, the British Antarctic Survey’s Infrastructure Investment Programme, Anglian Water’s Strategic Pipeline Alliance, and the development of major contractor Costain’s Systems Approach Capability. These case studies have given us a deeper understanding about how those eight principles can support the delivery of modern infrastructure projects.	+	== Webinar ==

−	~~Please join us on~~ 20th April to engage with industry leaders and learn ~~how you can apply~~ the eight principles ~~in your own line~~ of ~~work~~.	+	20th April webinar to engage with industry leaders and learn about applying the eight principles. Register below:
		+
		+	[https://myice.ice.org.uk/events/event-registration?eventid=8304 https://myice.ice.org.uk/events/event-registration?eventid=8304]
		+
		+	At this launch event, review chair Andrew Mc Naughton, infrastructure sector lead at Aczel, will be joined by representatives from the six featured projects – Tideway, Crossrail, East West Rail, the British Antarctic Survey’s Infrastructure Investment Programme, Anglian Water’s Strategic Pipeline Alliance, and the development of major contractor Costain’s Systems Approach Capability. These case studies have given us a deeper understanding about how those eight principles can support the delivery of modern infrastructure projects.

	[https://www.ice.org.uk/events/latest-events/a-systems-approach-to-infrastructure-delivery-part-2-apr-22/ https://www.ice.org.uk/events/latest-events/a-systems-approach-to-infrastructure-delivery-part-2-apr-22/]		[https://www.ice.org.uk/events/latest-events/a-systems-approach-to-infrastructure-delivery-part-2-apr-22/ https://www.ice.org.uk/events/latest-events/a-systems-approach-to-infrastructure-delivery-part-2-apr-22/]

−	This article is based on reports, articles and blogs available via the ICE website, links have been given above.	+	This article is based on reports, articles and blogs available via the ICE website, links have been given in the text above.

	--[[User:Institution_of_Civil_Engineers\|Institution of Civil Engineers]]		--[[User:Institution_of_Civil_Engineers\|Institution of Civil Engineers]]

Editor at 05:35, 20 April 2022

2022-04-20T05:35:08Z

← Older revision		Revision as of 05:35, 20 April 2022
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−	= Introduction =	+	{\|
		+	\|width="100%"\| [[File:ICE SAID part 1.jpg]]
		+	\|-
		+	\|
		+	ICE SAID report part 1 article and video:
		+
		+	[https://www.ice.org.uk/knowledge-and-resources/briefing-sheet/a-systems-approach-to-infrastructure-delivery https://www.ice.org.uk/knowledge-and-resources/briefing-sheet/a-systems-approach-to-infrastructure-delivery]
		+	\|-
		+	\|
		+	ICE SAID report part 2 article and webinar :
		+
		+	[https://www.ice.org.uk/events/latest-events/a-systems-approach-to-infrastructure-delivery-part-2-apr-22/ https://www.ice.org.uk/events/latest-events/a-systems-approach-to-infrastructure-delivery-part-2-apr-22/]
		+	\|}
		+
		+	= Introduction to SAID =

	Traditional civil engineering, while remaining a large capital cost, now exists to support a system that is made up of multiple physical, digital and human components. For example a new tunnel, would exists to support a system such as a railway that includes physical trains, stations and a track; digital signalling, safety and communications; as well as human components such as the procedures followed by drivers. As such the sector struggles to deal with projects that increasingly require complex systems to be planned, delivered and, most importantly, integrated to provide mobility, energy, sanitation and other numerous infrastructure services on which people depend.		Traditional civil engineering, while remaining a large capital cost, now exists to support a system that is made up of multiple physical, digital and human components. For example a new tunnel, would exists to support a system such as a railway that includes physical trains, stations and a track; digital signalling, safety and communications; as well as human components such as the procedures followed by drivers. As such the sector struggles to deal with projects that increasingly require complex systems to be planned, delivered and, most importantly, integrated to provide mobility, energy, sanitation and other numerous infrastructure services on which people depend.
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	[https://www.project13.info https://www.project13.info]		[https://www.project13.info https://www.project13.info]

−	= Defining ~~Systems~~ =	+	= Defining a systems approach =

	Systems thinking means embracing the idea that the whole is more important than the sum of its parts. In the simplest terms, it means understanding how all of the component parts of a project work together to meet a common objective. As projects become more complex, it also helps project leaders to understand how individual assets will contribute to the performance of the wider networks in which they sit.		Systems thinking means embracing the idea that the whole is more important than the sum of its parts. In the simplest terms, it means understanding how all of the component parts of a project work together to meet a common objective. As projects become more complex, it also helps project leaders to understand how individual assets will contribute to the performance of the wider networks in which they sit.
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	The ‘extended system’ refers to the sociopolitical environment in which a project is to be delivered and the many – often hundreds – of stakeholders who can influence it.		The ‘extended system’ refers to the sociopolitical environment in which a project is to be delivered and the many – often hundreds – of stakeholders who can influence it.

−	= SAID ~~Part~~ 1 =	+	= SAID report part 1 =

	The industry and literature review revealed enormous support for much greater use of systems thinking in how the infrastructure industry delivers complex projects. It heard that a systems approach could provide better outcomes for owners and users and help the sector to make progress with its great strategic challenges, not least its contribution to achieving net-zero carbon emissions by 2050. The review has used these findings to propose a new Systems Approach to Infrastructure Delivery. The SAID model has eight components.		The industry and literature review revealed enormous support for much greater use of systems thinking in how the infrastructure industry delivers complex projects. It heard that a systems approach could provide better outcomes for owners and users and help the sector to make progress with its great strategic challenges, not least its contribution to achieving net-zero carbon emissions by 2050. The review has used these findings to propose a new Systems Approach to Infrastructure Delivery. The SAID model has eight components.
Line 83:		Line 97:
	Owners should define the vital data for delivering the service, the appropriate collaboration model and share it through the supply chain. Collaborating around shared data increases productivity, enables integration and improves operational performance.		Owners should define the vital data for delivering the service, the appropriate collaboration model and share it through the supply chain. Collaborating around shared data increases productivity, enables integration and improves operational performance.

−	Report Part 2	+	== Recommendations ==
		+
		+	To help create an environment in which the infrastructure sector can deliver a Systems Approach to Infrastructure Delivery, the review has identified actions for the Government, the Construction Leadership Council and ICE in the following areas: Construction readiness, Future leaders, Data-driven planning, project delivery and asset management.
		+
		+	The full report can be downloaded via this link:
		+
		+	[https://www.ice.org.uk/knowledge-and-resources/briefing-sheet/a-systems-approach-to-infrastructure-delivery https://www.ice.org.uk/knowledge-and-resources/briefing-sheet/a-systems-approach-to-infrastructure-delivery]
		+
		+	= SAID Report Part 2 =
		+
		+	The second part of the SAID report is to be published at the and of April 2022, more information as well as the webinar launch details can be found at the top of this page. This work on how a more whole-systems approach can improve infrastructure project delivery and secure better outcomes for asset owners and the public, follows with the second report looking at how the complexity of modern infrastructure projects can be simplified.
		+
		+	At this launch event, review chair Andrew Mc Naughton, infrastructure sector lead at Aczel, will be joined by representatives from the six featured projects – Tideway, Crossrail, East West Rail, the British Antarctic Survey’s Infrastructure Investment Programme, Anglian Water’s Strategic Pipeline Alliance, and the development of major contractor Costain’s Systems Approach Capability. These case studies have given us a deeper understanding about how those eight principles can support the delivery of modern infrastructure projects.
		+
		+	Please join us on 20th April to engage with industry leaders and learn how you can apply the eight principles in your own line of work.
		+
		+	[https://www.ice.org.uk/events/latest-events/a-systems-approach-to-infrastructure-delivery-part-2-apr-22/ https://www.ice.org.uk/events/latest-events/a-systems-approach-to-infrastructure-delivery-part-2-apr-22/]
		+
		+	This article is based on reports, articles and blogs available via the ICE website, links have been given above.

	--[[User:Institution_of_Civil_Engineers\|Institution of Civil Engineers]]		--[[User:Institution_of_Civil_Engineers\|Institution of Civil Engineers]]
		+
		+	= Related articles on Designing Buildings =
		+
		+	* Achieving sustainable roads funding in England.
		+	* Articles by ICE on Designing Buildings Wiki.
		+	* Connected procurement.
		+	* Data and infrastructure productivity.
		+	* Digital Built Britain.
		+	* Digital communications and infrastructure dependencies.
		+	* Digital engineering.
		+	* Digital transformation - engineers need to keep pace.
		+	* Market.
		+	* Project 13 and World Economic Forum partnership.
		+	* State of the nation: Digital transformation.
		+	* The impact of digital on civil engineering.
		+	* UK Digital Strategy.

Editor at 05:14, 20 April 2022

2022-04-20T05:14:45Z

← Older revision		Revision as of 05:14, 20 April 2022
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	[https://www.cdbb.cam.ac.uk/news/ciob-and-buildings-client-group-develop-new-partnership-drive-digital-adoption https://www.cdbb.cam.ac.uk/news/ciob-and-buildings-client-group-develop-new-partnership-drive-digital-adoption]		[https://www.cdbb.cam.ac.uk/news/ciob-and-buildings-client-group-develop-new-partnership-drive-digital-adoption https://www.cdbb.cam.ac.uk/news/ciob-and-buildings-client-group-develop-new-partnership-drive-digital-adoption]

−	~~Links~~:	+	[https://www.project13.info https://www.project13.info]

−	~~www.gov.uk/government/organisations/ infrastructure-and-projects-authority www.cdbb.cam.ac.uk www.constructionleadership council.co.uk~~	+	= Defining Systems =

−	~~www.p13.org.uk~~	+	Systems thinking means embracing the idea that the whole is more important than the sum of its parts. In the simplest terms, it means understanding how all of the component parts of a project work together to meet a common objective. As projects become more complex, it also helps project leaders to understand how individual assets will contribute to the performance of the wider networks in which they sit.
−		+
−	~~Definition~~	+
−		+
−	Systems thinking means embracing the idea that the whole is more important than the~~<br />~~	+
−	sum of its parts. In the simplest terms, it means understanding how all of the component parts of a project work together to meet a common objective. As projects become more complex, it also helps project leaders to understand how individual assets will contribute to the performance of the wider networks in which they sit.	+

	Systems engineering is the application of systems thinking to engineering design and management. It helps different teams working on individual components of projects to stay aligned to a common goal.		Systems engineering is the application of systems thinking to engineering design and management. It helps different teams working on individual components of projects to stay aligned to a common goal.
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	The ‘extended system’ refers to the sociopolitical environment in which a project is to be delivered and the many – often hundreds – of stakeholders who can influence it.		The ‘extended system’ refers to the sociopolitical environment in which a project is to be delivered and the many – often hundreds – of stakeholders who can influence it.

−	The ~~current~~ approach to ~~delivering complex~~ infrastructure projects ~~is facing obsolescence~~.	+	= SAID Part 1 =
		+
		+	The industry and literature review revealed enormous support for much greater use of systems thinking in how the infrastructure industry delivers complex projects. It heard that a systems approach could provide better outcomes for owners and users and help the sector to make progress with its great strategic challenges, not least its contribution to achieving net-zero carbon emissions by 2050. The review has used these findings to propose a new Systems Approach to Infrastructure Delivery. The SAID model has eight components.
		+
		+	== Outcome not edifices ==
		+
		+	Owners must clearly define the user outcome, so that engineers and technology developers can deliver for that use.
		+
		+	== Close the gap ==
		+
		+	Close the gap between infrastructure and sectors adapting better to technological change. Cherry-pick best practices to improve delivery efficiency.
		+
		+	== Owners must own projects ==
		+
		+	Owners should give direction on everything, from functional requirements for the operational system to data requirements and acceptable technology and innovation risks.
		+
		+	== Future proof projects ==
		+
		+	Use the V-cycle process to establish systems architecture, manage technology development and upgrade it with minimal disruption.
		+
		+	== Think shovel worthy, not shovel ready. ==
		+
		+	Front-end project development gives clearer project definition, creates a more stable delivery environment and improves stakeholder engagement and management.

−	~~The sector is struggling to deal with projects that require<br />~~	+	== Bake in systems thinking ==
−	~~complex~~ systems to be planned, delivered and, most importantly, integrated to provide the mobility, energy, sanitation and other infrastructure services on which people depend. In these projects, traditional civil engineering, while still a large capital cost, exists to support a system that is made up of multiple physical, digital and human components. A new tunnel, for example, exists to support a system such as a railway that includes physical trains, stations and track; digital signalling, safety and communications; and human components such as the procedures followed by drivers.	+

−	~~The centrality of the system, rather than the civil engineering, does not only apply to high-profile megaprojects. The use of technology to maintain~~ and ~~operate infrastructure networks means that interconnectedness has grown substantially in recent decades. Today, even relatively small projects are best seen as interventions~~ into ~~existing complex systems that provide~~ the ~~services needed by millions of people~~. ~~In the future, the increasingly technology-based functionality of infrastructure systems will mean~~ that ~~a different mix of skills will be needed~~ to ~~execute these interventions~~.	+	Bake systems thinking and risk management into the project DNA. Design an organisation and structure that mirrors how you’re going to manage risk.

−	~~This technical complexity needs to be understood and<br />~~	+	== Agile leadership ==
−	managed within a delivery environment that is itself increasingly complex. Infrastructure projects face enormous and rapidly shifting pressures from politicians, local communities and many other stakeholders.	+

−	~~This is a huge opportunity for~~ the ~~infrastructure sector~~ and ~~its customers~~.	+	Agile leadership adapts to multiple risks in complex systems. Spread authority through empowerment models that listen to the right voices at critical moments, enable skilled front-line people to make decisions and support baton handovers.

−	Access to infrastructure services has never been more important. In the short term, it will support economic recovery post-Covid-19. In the longer term, huge investment in infrastructure will be needed to deliver the UN’s Sustainable Development Goals and execute the transition to a net-zero carbon economy.01	+	== Data oils your project ==

−	~~The review highlighted how other sectors have successfully transformed themselves~~, ~~becoming much more efficient, productive~~ and ~~responsive to customer needs~~. ~~The review believes that infrastructure can~~, and ~~must, transform in the same way~~. In	+	Owners should define the vital data for delivering the service, the appropriate collaboration model and share it through the supply chain. Collaborating around shared data increases productivity, enables integration and improves operational performance.

	Report Part 2		Report Part 2

	--[[User:Institution_of_Civil_Engineers\|Institution of Civil Engineers]]		--[[User:Institution_of_Civil_Engineers\|Institution of Civil Engineers]]

Editor at 05:00, 20 April 2022

2022-04-20T05:00:15Z

← Older revision		Revision as of 05:00, 20 April 2022
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−	Introduction	+	= Introduction =

−	~~Report Part 1~~	+	Traditional civil engineering, while remaining a large capital cost, now exists to support a system that is made up of multiple physical, digital and human components. For example a new tunnel, would exists to support a system such as a railway that includes physical trains, stations and a track; digital signalling, safety and communications; as well as human components such as the procedures followed by drivers. As such the sector struggles to deal with projects that increasingly require complex systems to be planned, delivered and, most importantly, integrated to provide mobility, energy, sanitation and other numerous infrastructure services on which people depend.
		+
		+	The accepted approach to delivering complex infrastructure projects is therefore as a result and in many ways facing obsolescence. In 2020, ICE carried out more than 30 interviews with project practitioners from the infrastructure, aerospace, defence, oil and gas, and technology sectors to gather insights into the industry. A detailed literature review was also conducted with the help of Professor Andrew Davies, whi one of the UK’s leading academic specialists in systems integration and complex projects. These insights were used to create a Systems Approach to Infrastructure Delivery (SAID) that can be used to help deliver better outcomes for infrastructure owners and users.
		+
		+	= Related initiatives =
		+
		+	This work complements a number of other initiatives seeking to push the industry in a similar direction. These initiatives, driven by the Infrastructure and Projects Authority and the Construction Leadership Council, are also a rich source of insight, tools and case studies for any organisation looking to implement the SAID model. Here are some of the most relevant.
		+
		+	== Infrastructure and Project Authority - Project Initiation Routemap ==
		+
		+	The Project Initiation Routemap was first issued in 2013, the in 2016 and updated 2021. It condenses a large amount of best practices into a single step tool with 8 modules tool to help assess the complexity of a project environment and the capabilities needed to manage it. The modules cover teh topics; requirements, governance, systems integration, organisational design and development, procurement, risk management, asset management delivery planning, the most recent report can be downloaded via the link below:
		+
		+	[https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/1057650/2641_IPA_Modules_Handbook.18__2_.pdf https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/1057650/2641_IPA_Modules_Handbook.18__2_.pdf]
		+
		+	== Infrastructure and Project Authority - Transforming Infrastructure Performance programme ==
		+
		+	The Transforming Infrastructure Performance programme builds on the IPA’s 2017 report, which was updated in 2021. It aims to ensure that public sector projects are selected, initiated and integrated into the UK’s infrastructure systems in a way that maximises their whole life performance in line with the Government’s social, environmental and economic objectives. The most recent report can be downloaded via the link below:
		+
		+	[https://www.gov.uk/government/publications/transforming-infrastructure-performance-roadmap-to-2030 https://www.gov.uk/government/publications/transforming-infrastructure-performance-roadmap-to-2030]
		+
		+	== UK Government- Construction Playbook ==
		+
		+	The Government, working with the construction industry created the Construction Playbook to support the delivery of ‘faster, better, greener’ infrastructure providing value for money, while supporting a more stable supply chain. It in effect forms a compact between Industry and Government on the planning, evaluation, contract selection and implementation of new projects. It was last issued in 2020 by the cabinet office under an Open Government Licence, available via this link:
		+
		+	[https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/941536/The_Construction_Playbook.pdf https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/941536/The_Construction_Playbook.pdf]
		+
		+	== Construction Leadership Council CLC ==
		+
		+	CLC is involved in a variety of initiatives such as: Project 13 and CO2nstruct Zero, aswell as The Centre for Digital Built Britain (CDBB) to understand how the construction and infrastructure sectors can use digital approaches, better design, build, and operational performance through integration in the built environment. As of April 2022 this work will transition to the CIOB for continuation, for more information see the links below:
		+
		+	[https://www.constructionleadershipcouncil.co.uk https://www.constructionleadershipcouncil.co.uk]
		+
		+	[https://www.cdbb.cam.ac.uk/news/ciob-and-buildings-client-group-develop-new-partnership-drive-digital-adoption https://www.cdbb.cam.ac.uk/news/ciob-and-buildings-client-group-develop-new-partnership-drive-digital-adoption]
		+
		+	Links:
		+
		+	www.gov.uk/government/organisations/ infrastructure-and-projects-authority www.cdbb.cam.ac.uk www.constructionleadership council.co.uk
		+
		+	www.p13.org.uk
		+
		+	Definition
		+
		+	Systems thinking means embracing the idea that the whole is more important than the<br />
		+	sum of its parts. In the simplest terms, it means understanding how all of the component parts of a project work together to meet a common objective. As projects become more complex, it also helps project leaders to understand how individual assets will contribute to the performance of the wider networks in which they sit.
		+
		+	Systems engineering is the application of systems thinking to engineering design and management. It helps different teams working on individual components of projects to stay aligned to a common goal.
		+
		+	Systems integration is the practical task of bringing together all of these components and taking them into service as a single, fully-functioning system.
		+
		+	The ‘extended system’ refers to the sociopolitical environment in which a project is to be delivered and the many – often hundreds – of stakeholders who can influence it.
		+
		+	The current approach to delivering complex infrastructure projects is facing obsolescence.
		+
		+	The sector is struggling to deal with projects that require<br />
		+	complex systems to be planned, delivered and, most importantly, integrated to provide the mobility, energy, sanitation and other infrastructure services on which people depend. In these projects, traditional civil engineering, while still a large capital cost, exists to support a system that is made up of multiple physical, digital and human components. A new tunnel, for example, exists to support a system such as a railway that includes physical trains, stations and track; digital signalling, safety and communications; and human components such as the procedures followed by drivers.
		+
		+	The centrality of the system, rather than the civil engineering, does not only apply to high-profile megaprojects. The use of technology to maintain and operate infrastructure networks means that interconnectedness has grown substantially in recent decades. Today, even relatively small projects are best seen as interventions into existing complex systems that provide the services needed by millions of people. In the future, the increasingly technology-based functionality of infrastructure systems will mean that a different mix of skills will be needed to execute these interventions.
		+
		+	This technical complexity needs to be understood and<br />
		+	managed within a delivery environment that is itself increasingly complex. Infrastructure projects face enormous and rapidly shifting pressures from politicians, local communities and many other stakeholders.
		+
		+	This is a huge opportunity for the infrastructure sector and its customers.
		+
		+	Access to infrastructure services has never been more important. In the short term, it will support economic recovery post-Covid-19. In the longer term, huge investment in infrastructure will be needed to deliver the UN’s Sustainable Development Goals and execute the transition to a net-zero carbon economy.01
		+
		+	The review highlighted how other sectors have successfully transformed themselves, becoming much more efficient, productive and responsive to customer needs. The review believes that infrastructure can, and must, transform in the same way. In

	Report Part 2		Report Part 2

	--[[User:Institution_of_Civil_Engineers\|Institution of Civil Engineers]]		--[[User:Institution_of_Civil_Engineers\|Institution of Civil Engineers]]

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Introduction

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← Older revision		Revision as of 06:02, 22 April 2022
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	Traditional civil engineering, while remaining a large capital cost, now exists to support a system that is made up of multiple physical, digital and human components. For example a new tunnel, would exists to support a system such as a railway that includes physical trains, stations and a track; digital signalling, safety and communications; as well as human components such as the procedures followed by drivers. As such the sector struggles to deal with projects that increasingly require complex systems to be planned, delivered and, most importantly, integrated to provide mobility, energy, sanitation and other numerous infrastructure services on which people depend.		Traditional civil engineering, while remaining a large capital cost, now exists to support a system that is made up of multiple physical, digital and human components. For example a new tunnel, would exists to support a system such as a railway that includes physical trains, stations and a track; digital signalling, safety and communications; as well as human components such as the procedures followed by drivers. As such the sector struggles to deal with projects that increasingly require complex systems to be planned, delivered and, most importantly, integrated to provide mobility, energy, sanitation and other numerous infrastructure services on which people depend.

−	The accepted approach to delivering complex infrastructure projects is therefore as a result and in many ways facing obsolescence. In 2020, ICE carried out more than 30 interviews with project practitioners from the infrastructure, aerospace, defence, oil and gas, and technology sectors to gather insights into the industry. A detailed literature review was also conducted with the help of Professor Andrew Davies, ~~whi~~ one of the UK’s leading academic specialists in systems integration and complex projects. These insights were used to create a Systems Approach to Infrastructure Delivery (SAID) that can be used to help deliver better outcomes for infrastructure owners and users.	+	The accepted approach to delivering complex infrastructure projects is therefore as a result, and in many ways facing, obsolescence. In 2020, ICE carried out more than 30 interviews with project practitioners from the infrastructure, aerospace, defence, oil and gas, and technology sectors to gather insights into the industry. A detailed literature review was also conducted with the help of Professor Andrew Davies, one of the UK’s leading academic specialists in systems integration and complex projects. These insights were used to create a Systems Approach to Infrastructure Delivery (SAID) that can be used to help deliver better outcomes for infrastructure owners and users.

	= Related initiatives =		= Related initiatives =
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	== Infrastructure and Project Authority - Project Initiation Routemap ==		== Infrastructure and Project Authority - Project Initiation Routemap ==

−	The Project Initiation Routemap was first issued in 2013, ~~the~~ in 2016 and updated 2021. It condenses a large amount of best ~~practices~~ into a single step tool with 8 modules ~~tool~~ to help assess the complexity of a project environment and the capabilities needed to manage it. The modules cover ~~teh topics~~; requirements, governance, systems integration, organisational design and development, procurement, risk management, asset management delivery planning, the most recent report can be downloaded via the link below:	+	The Project Initiation Routemap was first issued in 2013, then in 2016 and updated 2021. It condenses a large amount of best practice into a single step tool with 8 modules to help assess the complexity of a project environment and the capabilities needed to manage it. The modules cover; requirements, governance, systems integration, organisational design and development, procurement, risk management, asset management delivery planning, the most recent report can be downloaded via the link below:

	[https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/1057650/2641_IPA_Modules_Handbook.18__2_.pdf https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/1057650/2641_IPA_Modules_Handbook.18__2_.pdf]		[https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/1057650/2641_IPA_Modules_Handbook.18__2_.pdf https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/1057650/2641_IPA_Modules_Handbook.18__2_.pdf]
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	== Construction Leadership Council CLC ==		== Construction Leadership Council CLC ==

−	CLC is involved in a variety of initiatives such as: Project 13 and CO2nstruct Zero, ~~aswell~~ as The Centre for Digital Built Britain (CDBB) to understand how the construction and infrastructure ~~sectors~~ can use digital approaches, better design, build, and operational performance through integration in the built environment. As of April 2022 this work will transition to ~~the~~ CIOB ~~for continuation, for~~ more information see the links below:	+	CLC is involved in a variety of initiatives such as: Project 13 and CO2nstruct Zero, as well as The Centre for Digital Built Britain (CDBB), to understand how the construction and infrastructure sector can use digital approaches for better design, build, and operational performance through integration in the built environment. As of April 2022 this work will transition to CIOB. For more information see the links below:

	[https://www.constructionleadershipcouncil.co.uk https://www.constructionleadershipcouncil.co.uk]		[https://www.constructionleadershipcouncil.co.uk https://www.constructionleadershipcouncil.co.uk]
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	= Defining a systems approach =		= Defining a systems approach =

−	Systems thinking means embracing the idea that the whole is more important than the sum of its parts. In the simplest terms, it means understanding how all of the component parts of a project work together to meet a common objective. As projects become more complex, it also helps project leaders to understand how individual assets will contribute to the performance of the wider networks in which they sit.	+	Systems thinking means embracing the idea that the whole is more important than the sum of its parts. In the simplest terms, it means understanding how all of the component parts of a project work together to meet a common objective. As projects become more complex, it also helps project leaders understand how individual assets will contribute to the performance of the wider networks in which they sit.

	Systems engineering is the application of systems thinking to engineering design and management. It helps different teams working on individual components of projects to stay aligned to a common goal.		Systems engineering is the application of systems thinking to engineering design and management. It helps different teams working on individual components of projects to stay aligned to a common goal.