BS11000 Collaborative business relationships - Revision history

Designing Buildings at 08:52, 27 October 2020

2020-10-27T08:52:37Z

← Older revision		Revision as of 08:52, 27 October 2020
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	* [http://www.bsigroup.co.uk/en-GB/bs-11000-collaborative-business-relationships/ BS11000 Collaborative Business Relationships].		* [http://www.bsigroup.co.uk/en-GB/bs-11000-collaborative-business-relationships/ BS11000 Collaborative Business Relationships].

−	[[Category:Appointments]] [[Category:Client_procedures]] [[Category:Cost_/_business_planning]] [[Category:Procurement]]	+	[[Category:DCN_Definition]] [[Category:DCN_Guidance]] [[Category:DCN_Standard]] [[Category:Appointments]] [[Category:Client_procedures]] [[Category:Cost_/_business_planning]] [[Category:Procurement]]

Editor at 17:17, 15 November 2019

2019-11-15T17:17:36Z

← Older revision		Revision as of 17:17, 15 November 2019
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	This article was created by --[[User:Invennt\|Invennt]] 16:57, 3 May 2013 (BST)		This article was created by --[[User:Invennt\|Invennt]] 16:57, 3 May 2013 (BST)

−	~~= Find out more =~~	+	= Related articles on Designing Buildings Wiki =
−		+
−	=== Related articles on Designing Buildings Wiki ===	+

	* Adversarial behaviour in the UK construction industry.		* Adversarial behaviour in the UK construction industry.
		+	* Business to business.
	* Champions.		* Champions.
	* Collaborative practices.		* Collaborative practices.
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	* Team management.		* Team management.

−	=== External references ===	+	= External references =

	* [http://www.bsigroup.co.uk/en-GB/bs-11000-collaborative-business-relationships/ BS11000 Collaborative Business Relationships].		* [http://www.bsigroup.co.uk/en-GB/bs-11000-collaborative-business-relationships/ BS11000 Collaborative Business Relationships].

	[[Category:Appointments]] [[Category:Client_procedures]] [[Category:Cost_/_business_planning]] [[Category:Procurement]]		[[Category:Appointments]] [[Category:Client_procedures]] [[Category:Cost_/_business_planning]] [[Category:Procurement]]

Designing Buildings at 07:29, 14 June 2018

2018-06-14T07:29:08Z

← Older revision		Revision as of 07:29, 14 June 2018
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−
	= Introduction =		= Introduction =

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	Phase 1 - Establishing the organisation's commitment and capabilities, laying the foundations through:		Phase 1 - Establishing the organisation's commitment and capabilities, laying the foundations through:
−	#Awareness.	+
−	#Knowledge.	+	# Awareness.
−	#Internal assessment.	+	# Knowledge.
		+	# Internal assessment.

	Phase 2 – Identifying and working with fully committed partners by:		Phase 2 – Identifying and working with fully committed partners by:
		+
	<ol start="4">		<ol start="4">
	<li>Partner selection.</li>		<li>Partner selection.</li>
	<li>Working together, ie: establishing and optimising a joint approach and working framework.</li>		<li>Working together, ie: establishing and optimising a joint approach and working framework.</li>
−	<li>Value creation. Significantly, BS11000 actively promotes additional value creation through a constant push for innovation and development, which are consistently reviewed.</li>	+	<li>Value creation. Significantly, BS11000 actively promotes additional value creation through a constant push for innovation and development, which are consistently reviewed.</li></ol>
−	</ol>	+

	Phase 3 – Managing and maintaining the relationship and ending it on good terms:		Phase 3 – Managing and maintaining the relationship and ending it on good terms:
		+
	<ol start="7">		<ol start="7">
	<li>Staying together.</li>		<li>Staying together.</li>
−	<li>Exit strategy, ie: the managed conclusion of the relationship: ensuring a smooth transition for the client, whilst looking at future joint work opportunities.</li>	+	<li>Exit strategy, ie: the managed conclusion of the relationship: ensuring a smooth transition for the client, whilst looking at future joint work opportunities.</li></ol>
−	</ol>	+

	= BS11000 Phase 1 in more detail =		= BS11000 Phase 1 in more detail =
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	The aspects necessary to formally document and satisfy compliance with the standard are:		The aspects necessary to formally document and satisfy compliance with the standard are:
−	*Formal appointment of a Senior Executive Responsible (SER) for development and implementation of collaborative business relationship management.	+
−	*Set out and define collaborative working policy, including a commitment to continual improvement and ensure that this is effectively communicated.	+	* Formal appointment of a Senior Executive Responsible (SER) for development and implementation of collaborative business relationship management.
−	*Identify strategic business objectives.	+	* Set out and define collaborative working policy, including a commitment to continual improvement and ensure that this is effectively communicated.
−	*Identify potential value of working collaboratively.	+	* Identify strategic business objectives.
−	*Identify all significant relationships and then segregate and prioritise these and the potential (or actual) opportunities, and then prepare implementation plans for collaborative working where appropriate.	+	* Identify potential value of working collaboratively.
−	*Review existing policy and procedures and modify where necessary to support collaborative working, competencies and behaviours.	+	* Identify all significant relationships and then segregate and prioritise these and the potential (or actual) opportunities, and then prepare implementation plans for collaborative working where appropriate.
−	*Draft and implement initial general and relationship-specific risk assessment and mitigation plans for potential collaborative relationships.	+	* Review existing policy and procedures and modify where necessary to support collaborative working, competencies and behaviours.
−	*Prepare initial [Corporate] Relationship Management Plan for on-going development.	+	* Draft and implement initial general and relationship-specific risk assessment and mitigation plans for potential collaborative relationships.
		+	* Prepare initial [Corporate] Relationship Management Plan for on-going development.

	== Stage 2: Knowledge ==		== Stage 2: Knowledge ==
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	The aspects necessary to formally document and satisfy compliance with the standard are:		The aspects necessary to formally document and satisfy compliance with the standard are:
−	*Establish the objectives and key drivers for each collaborative opportunity and evaluate if collaboration is appropriate.	+
−	*Identify the experience, skills and competencies of individuals that will be involved in any collaborative initiative.	+	* Establish the objectives and key drivers for each collaborative opportunity and evaluate if collaboration is appropriate.
−	*Establish a procedure to capture, create and manage knowledge within collaborative relationships.	+	* Identify the experience, skills and competencies of individuals that will be involved in any collaborative initiative.
−	*Establish guidelines for sharing knowledge between organisations.	+	* Establish a procedure to capture, create and manage knowledge within collaborative relationships.
−	*Establish procedures for developing a strategy and business case for each opportunity.	+	* Establish guidelines for sharing knowledge between organisations.
−	*Identify and document objectives of each collaborative relationship.	+	* Establish procedures for developing a strategy and business case for each opportunity.
−	*Analyse the market sector, customer base, requirements and expectations of customers.	+	* Identify and document objectives of each collaborative relationship.
−	*Evaluate value of the relationship in the context of the overall business objectives.	+	* Analyse the market sector, customer base, requirements and expectations of customers.
−	*Identify potential collaborative organisations against the specific opportunities.	+	* Evaluate value of the relationship in the context of the overall business objectives.
−	*Develop an initial exit strategy assessment.	+	* Identify potential collaborative organisations against the specific opportunities.
−	*Integrate relationship management into risk management policy and processes.	+	* Develop an initial exit strategy assessment.
−	*Identify and assess internal issues which could result in significant risks to performance.	+	* Integrate relationship management into risk management policy and processes.
−	*Undertake a business impact assessment relative to collaborative working.	+	* Identify and assess internal issues which could result in significant risks to performance.
−	*Consider the implications on sustainability within the context of collaborative risk management.	+	* Undertake a business impact assessment relative to collaborative working.
−	*Establish that each identified risk is appropriately assigned for resolution or mitigation.	+	* Consider the implications on sustainability within the context of collaborative risk management.
−	*Establish and regularly review the implementation plan and maintain the relationship management plan.	+	* Establish that each identified risk is appropriately assigned for resolution or mitigation.
		+	* Establish and regularly review the implementation plan and maintain the relationship management plan.

	== Stage 3: Internal Assessment ==		== Stage 3: Internal Assessment ==
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	The aspects that are necessary to satisfy compliance with the standard are:		The aspects that are necessary to satisfy compliance with the standard are:
−	*Establish policies and processes to manage collaboration.
−	*Undertake an internal assessment to identify potential constraints and periodically review them.
−	*Establish a collaborative profile and monitor effectiveness.
−	*Appoint collaborative leadership which is competent in collaborative working.
−	*Establish partner selection criteria.
−	*Identify the level of knowledge and skills that exist and suitable staff development or recruitment.
−	*Establish an internal action plan and undertake regular reviews to ensure suitability and effectiveness of collaborative approaches.
−	*Update the relationship management plan to incorporate the findings of internal assessments.

−	~~----~~	+	* Establish policies and processes to manage collaboration.
		+	* Undertake an internal assessment to identify potential constraints and periodically review them.
		+	* Establish a collaborative profile and monitor effectiveness.
		+	* Appoint collaborative leadership which is competent in collaborative working.
		+	* Establish partner selection criteria.
		+	* Identify the level of knowledge and skills that exist and suitable staff development or recruitment.
		+	* Establish an internal action plan and undertake regular reviews to ensure suitability and effectiveness of collaborative approaches.
		+	* Update the relationship management plan to incorporate the findings of internal assessments.

−	This article was created by --[[User~~%3AInvennt~~\|Invennt]] 16:57, 3 May 2013 (BST)	+	-----
		+	This article was created by --[[User:Invennt\|Invennt]] 16:57, 3 May 2013 (BST)

	= Find out more =		= Find out more =

	=== Related articles on Designing Buildings Wiki ===		=== Related articles on Designing Buildings Wiki ===
−	*Champions.	+
−	*Collaborative practices.	+	* Adversarial behaviour in the UK construction industry.
−	*Government Construction Strategy.	+	* Champions.
−	*Latham Report.	+	* Collaborative practices.
−	*Leadership styles.	+	* Government Construction Strategy.
−	*NEC3.	+	* Latham Report.
−	*Partnering.	+	* Leadership styles.
−	*Team behavioural roles.	+	* NEC3.
−	*Team management.	+	* Partnering.
		+	* Team behavioural roles.
		+	* Team management.

	=== External references ===		=== External references ===
−	*[http://www.bsigroup.co.uk/en-GB/bs-11000-collaborative-business-relationships/ BS11000 Collaborative Business Relationships].

−	[[Category:Appointments]]	+	* [http://www.bsigroup.co.uk/en-GB/bs-11000-collaborative-business-relationships/ BS11000 Collaborative Business Relationships].
−	[[Category:Client_procedures]]	+
−	[[Category:Cost_/_business_planning]]	+	[[Category:Appointments]] [[Category:Client_procedures]] [[Category:Cost_/_business_planning]] [[Category:Procurement]]
−	[[Category:Procurement]]	+

Designing Buildings at 06:48, 11 September 2014

2014-09-11T06:48:53Z

← Older revision		Revision as of 06:48, 11 September 2014
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	= Introduction =		= Introduction =

−	~~BS11000, the~~ British Standard ~~for~~ Collaborative Business Relationships is the first of its type in the world to formalise how organisations should approach mutual relationships. It strives to optimise the benefits of joint working, with specific phases, looking to refine processes, reduce duplication and address the creation of additional value.	+	British Standard [http://www.bsigroup.co.uk/en-GB/bs-11000-collaborative-business-relationships/ BS11000 Collaborative Business Relationships], is the first standard of its type in the world to formalise how organisations should approach mutual relationships. It strives to optimise the benefits of joint working, with specific phases, looking to refine processes, reduce duplication and address the creation of additional value.

	In the UK construction industry post the Latham Report, partnering and the PPC2000 contract attempted to introduce this philosophy, but it often fell short of generating the promised benefits. Enthusiasm was already fading when the 2008 economic downturn saw a return to lowest-cost bidding and wasteful adversarial behaviours, and a shift back to JCT Contracts. Consequently, some businesses have sought a more effective approach to delivering projects.		In the UK construction industry post the Latham Report, partnering and the PPC2000 contract attempted to introduce this philosophy, but it often fell short of generating the promised benefits. Enthusiasm was already fading when the 2008 economic downturn saw a return to lowest-cost bidding and wasteful adversarial behaviours, and a shift back to JCT Contracts. Consequently, some businesses have sought a more effective approach to delivering projects.
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	*Team behavioural roles.		*Team behavioural roles.
	*Team management.		*Team management.
		+
		+	=== External references ===
		+	*[http://www.bsigroup.co.uk/en-GB/bs-11000-collaborative-business-relationships/ BS11000 Collaborative Business Relationships].

	[[Category:Appointments]]		[[Category:Appointments]]

Designing Buildings: moved BS11000 to BS11000 Collaborative business relationships

2014-09-11T06:46:46Z

moved BS11000 to BS11000 Collaborative business relationships

← Older revision

Revision as of 06:46, 11 September 2014

Designing Buildings at 07:00, 21 June 2013

2013-06-21T07:00:45Z

← Older revision		Revision as of 07:00, 21 June 2013
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	*Team management.		*Team management.

−	~~[[Category:CIOB_competition]]~~
	[[Category:Appointments]]		[[Category:Appointments]]
	[[Category:Client_procedures]]		[[Category:Client_procedures]]
	[[Category:Cost_/_business_planning]]		[[Category:Cost_/_business_planning]]
	[[Category:Procurement]]		[[Category:Procurement]]

Designing Buildings at 09:12, 16 May 2013

2013-05-16T09:12:33Z

← Older revision		Revision as of 09:12, 16 May 2013
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	*NEC3.		*NEC3.
	*Partnering.		*Partnering.
−	*Team ~~bevahioural~~ roles.	+	*Team behavioural roles.
	*Team management.		*Team management.

Designing Buildings at 09:11, 16 May 2013

2013-05-16T09:11:54Z

← Older revision		Revision as of 09:11, 16 May 2013
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	*Government Construction Strategy.		*Government Construction Strategy.
	*Latham Report.		*Latham Report.
		+	*Leadership styles.
	*NEC3.		*NEC3.
	*Partnering.		*Partnering.
		+	*Team bevahioural roles.
	*Team management.		*Team management.

Designing Buildings at 06:48, 16 May 2013

2013-05-16T06:48:33Z

Designing Buildings at 06:01, 16 May 2013

2013-05-16T06:01:51Z

← Older revision		Revision as of 06:48, 16 May 2013
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	BS11000 provides organisations with a structured process comprising three phases and eight main stages:		BS11000 provides organisations with a structured process comprising three phases and eight main stages:

−	~~===~~ Phase 1 - Establishing the organisation's commitment and capabilities, laying the foundations through: ~~===~~	+	Phase 1 - Establishing the organisation's commitment and capabilities, laying the foundations through:
	#Awareness.		#Awareness.
	#Knowledge.		#Knowledge.
	#Internal assessment.		#Internal assessment.

−	~~===~~ Phase 2 – Identifying and working with fully committed partners by: ~~===~~	+	Phase 2 – Identifying and working with fully committed partners by:
	<ol start="4">		<ol start="4">
	<li>Partner selection.</li>		<li>Partner selection.</li>
Line 20:		Line 20:
	</ol>		</ol>

−	~~===~~ Phase 3 – Managing and maintaining the relationship and ending it on good terms: ~~===~~	+	Phase 3 – Managing and maintaining the relationship and ending it on good terms:
	<ol start="7">		<ol start="7">
	<li>Staying together.</li>		<li>Staying together.</li>
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	*Identify potential value of working collaboratively.		*Identify potential value of working collaboratively.
	*Identify all significant relationships and then segregate and prioritise these and the potential (or actual) opportunities, and then prepare implementation plans for collaborative working where appropriate.		*Identify all significant relationships and then segregate and prioritise these and the potential (or actual) opportunities, and then prepare implementation plans for collaborative working where appropriate.
−	*Review existing policy and procedures and modify where necessary to support collaborative working, competencies and behaviours.	+	*Review existing policy and procedures and modify where necessary to support collaborative working, competencies and behaviours.
	*Draft and implement initial general and relationship-specific risk assessment and mitigation plans for potential collaborative relationships.		*Draft and implement initial general and relationship-specific risk assessment and mitigation plans for potential collaborative relationships.
	*Prepare initial [Corporate] Relationship Management Plan for on-going development.		*Prepare initial [Corporate] Relationship Management Plan for on-going development.
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	The aspects necessary to formally document and satisfy compliance with the standard are:		The aspects necessary to formally document and satisfy compliance with the standard are:
−	*Establish the objectives and key drivers for each collaborative opportunity and evaluate if collaboration is appropriate	+	*Establish the objectives and key drivers for each collaborative opportunity and evaluate if collaboration is appropriate.
−	*Identify the experience, skills and competencies of individuals that will be involved in any collaborative initiative	+	*Identify the experience, skills and competencies of individuals that will be involved in any collaborative initiative.
−	*Establish a procedure to capture, create and manage knowledge within collaborative relationships	+	*Establish a procedure to capture, create and manage knowledge within collaborative relationships.
−	*Establish guidelines for sharing knowledge between ~~organizations~~	+	*Establish guidelines for sharing knowledge between organisations.
−	*Establish ~~procedure~~ for developing a strategy and business case for each opportunity	+	*Establish procedures for developing a strategy and business case for each opportunity.
−	*Identify and document objectives of each collaborative relationship	+	*Identify and document objectives of each collaborative relationship.
−	*Analyse the market sector, customer base, requirements and expectations of customers	+	*Analyse the market sector, customer base, requirements and expectations of customers.
−	*Evaluate value of the relationship in the context of the overall business objectives	+	*Evaluate value of the relationship in the context of the overall business objectives.
−	*Identify potential collaborative organisations against the specific opportunities	+	*Identify potential collaborative organisations against the specific opportunities.
−	*Develop an initial exit strategy assessment	+	*Develop an initial exit strategy assessment.
−	*Integrate relationship management into ~~established overall~~ risk management policy and processes	+	*Integrate relationship management into risk management policy and processes.
−	*Identify and assess internal issues which could result in significant risks to performance	+	*Identify and assess internal issues which could result in significant risks to performance.
−	*Undertake a business impact assessment relative to collaborative working	+	*Undertake a business impact assessment relative to collaborative working.
−	*Consider the implications on sustainability within the context of collaborative risk management	+	*Consider the implications on sustainability within the context of collaborative risk management.
−	*Establish that each identified risk ~~issue~~ is appropriately assigned for resolution or mitigation	+	*Establish that each identified risk is appropriately assigned for resolution or mitigation.
−	*Establish and regularly review the implementation plan and maintain the relationship management plan	+	*Establish and regularly review the implementation plan and maintain the relationship management plan.
−		+
−	~~<br/>~~	+

	== Stage 3: Internal Assessment ==		== Stage 3: Internal Assessment ==

−	The last part of the initial ~~Strategic Phase~~ of BS11000 is ~~Internal Assessment~~, which is designed to help a business understand whether they are ready to engage in a collaborative arrangement.	+	The last part of the initial strategic phase of BS11000 is 'internal assessment', which is designed to help a business understand whether they are ready to engage in a collaborative arrangement.

	A business will need to establish policies and processes to manage collaboration, perhaps reviewing, refining and, where necessary, replacing existing approaches to support a collaborative way of operating.		A business will need to establish policies and processes to manage collaboration, perhaps reviewing, refining and, where necessary, replacing existing approaches to support a collaborative way of operating.

−	To help with this, an organisation should establish a ~~Collaborative Profile~~ to ensure a fit with the ~~business's~~ market and ~~its~~ possible partners, helping identify blockers along with strengths and weaknesses across the business.	+	To help with this, an organisation should establish a 'collaborative profile' to ensure a fit with the its market and possible partners, helping identify blockers along with strengths and weaknesses across the business.

−	As with ~~Stage~~ 1, ~~Executive Support~~ and ~~Collaborative Leadership~~ is critical to success ~~– leadership~~ needs to have the right attributes, believe in collaboration and have sufficient influence to take people on a journey with them (BS11000 Annex C provides a guide for desirable attributes - and may help identify training needs). The same will apply to all staff that will interface with potential ~~partner(s)~~ and it is wise to undertake a collaborative skills gap analysis and support the team with training and development to bridge any gaps. The Senior Executive Responsible (SER) should monitor progress and undertake regular SER reviews, and, as necessary, update the initial ~~Action Plan(s)~~.	+	As with stage 1, executive support and collaborative leadership is critical to success. Leadership needs to have the right attributes, believe in collaboration and have sufficient influence to take people on a journey with them (BS11000 Annex C provides a guide for desirable attributes and may help identify training needs). The same will apply to all staff that will interface with potential partners and it is wise to undertake a collaborative skills gap analysis and support the team with training and development to bridge any gaps. The Senior Executive Responsible (SER) should monitor progress and undertake regular SER reviews, and, as necessary, update the initial action plans.

−	~~Structured Partner Selection is important.~~ Stage 3 involves the development of ~~Partner Selection Criteria~~ to help organisations understand whether they have the correct approach to make collaboration a success. ~~Usual~~ assessment of other businesses involves looking at their financials, track record, quality, performance and processes, etc; while these remain important, partners should also understand softer issues about culture and approach towards formal relationships. Partnerships involve equality if both sides are to truly benefit from the innovative thinking and value creation that should be encouraged as the partnership grows.	+	Stage 3 also involves the development of partner selection criteria to help organisations understand whether they have the correct approach to make collaboration a success. Standard assessment of other businesses involves looking at their financials, track record, quality, performance and processes, etc; while these remain important, partners should also understand softer issues about culture and approach towards formal relationships. Partnerships involve equality if both sides are to truly benefit from the innovative thinking and value creation that should be encouraged as the partnership grows.

−	~~Again, for ease of reference, listed below are the~~ aspects that are necessary to satisfy compliance ~~against~~ the ~~Standard~~ :	+	The aspects that are necessary to satisfy compliance with the standard are:
−	*Establish policies and processes to manage collaboration	+	*Establish policies and processes to manage collaboration.
−	*Undertake an internal assessment to identify potential constraints and periodically review	+	*Undertake an internal assessment to identify potential constraints and periodically review them.
−	*Establish a collaborative profile and monitor effectiveness	+	*Establish a collaborative profile and monitor effectiveness.
−	*Appoint collaborative leadership which is competent in collaborative working	+	*Appoint collaborative leadership which is competent in collaborative working.
−	*Establish partner selection criteria	+	*Establish partner selection criteria.
−	*Identify the level of knowledge and skills that exist and suitable staff development or recruitment	+	*Identify the level of knowledge and skills that exist and suitable staff development or recruitment.
−	*Establish internal action plan and undertake regular reviews to ensure suitability and effectiveness of collaborative approaches	+	*Establish an internal action plan and undertake regular reviews to ensure suitability and effectiveness of collaborative approaches.
−	*Update the relationship management plan to incorporate ~~output~~ of internal assessments	+	*Update the relationship management plan to incorporate the findings of internal assessments.

	----		----
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	*Champions.		*Champions.
	*Collaborative practices.		*Collaborative practices.
		+	*Government Construction Strategy.
	*Latham Report.		*Latham Report.
		+	*NEC3.
	*Partnering.		*Partnering.
		+	*Team management.

	[[Category:CIOB_competition]]		[[Category:CIOB_competition]]

← Older revision		Revision as of 06:01, 16 May 2013
Line 23:		Line 23:
	<ol start="7">		<ol start="7">
	<li>Staying together.</li>		<li>Staying together.</li>
−	<li>Exit strategy, ie: the managed conclusion of the relationship: ensuring a smooth transition for the client, whilst looking at future joint work opportunities.~~BS11000 Phase 1 in more detailStage 1 : Awareness~~</li>	+	<li>Exit strategy, ie: the managed conclusion of the relationship: ensuring a smooth transition for the client, whilst looking at future joint work opportunities.</li>
	</ol>		</ol>

−	~~Stage~~ 1 ~~is the process of moving from aspiration into action. Many organisations appreciate the significant benefits associated with collaborative working but approach their relationships~~ in ~~a non-structured manner. Stage 1 enables a business to commit to exploring the value of collaboration and,~~more ~~importantly, to secure high-level internal sponsorship from senior executives to make it happen.~~	+	= BS11000 Phase 1 in more detail =

−	Once internal support is ~~determined~~, organisation need to test the value of working ~~collaboratively~~ by ensuring that strategic business objectives are identified and the potential value of collaboration is defined, as well as considering any associated potential risk. ~~These are subject headings that~~ will require ~~continuing~~ review as the process develops.	+	== Stage 1 : Awareness ==
		+
		+	Stage 1 is the process of moving from aspiration into action. Many organisations appreciate the significant benefits associated with collaborative working but approach their relationships in a non-structured manner. Stage 1 enables a business to commit to exploring the value of collaboration and, more importantly, to secure high-level internal sponsorship from senior executives to make it happen.
		+
		+	Once internal support is secured, organisation need to test the value of collaborative working by ensuring that strategic business objectives are identified and the potential value of collaboration is defined, as well as considering any associated potential risk. This will require continued review as the process develops.

	Assuming that all involved are still enthused at the prospect of collaboration, potential relationships and specific opportunities need to be identified and prioritised, remembering that not all relationships need to be fully collaborative and indeed some should remain solely transactional. Clear measurable procedures are defined for assessing these relationships.		Assuming that all involved are still enthused at the prospect of collaboration, potential relationships and specific opportunities need to be identified and prioritised, remembering that not all relationships need to be fully collaborative and indeed some should remain solely transactional. Clear measurable procedures are defined for assessing these relationships.

−	Engaged staff will start drafting implementation plans for each of the identified relationships and opportunities. Appropriate corporate governance policies and procedures, along with processes to assess the competencies and behaviours required to support a collaborative approach ~~on a corporate and individual basis, are also needed~~.	+	Engaged staff will start drafting implementation plans for each of the identified relationships and opportunities. Appropriate corporate governance policies and procedures are also needed, along with processes to assess the competencies and behaviours required to support a collaborative approach.

	Some organisations already familiar with BS11000 have developed a Relationship Management Plan (RMP) to provide the 'collaborative heartbeat' to a successful relationship. It may start as a Corporate RMP (CRMP) setting out an organisation’s plan, before evolving to a more focussed Project RMP (PRMP), and then develop to mutually accommodate the views and working practice of potential partners, becoming Joint Project Relationship Management Plan (JPRMP).		Some organisations already familiar with BS11000 have developed a Relationship Management Plan (RMP) to provide the 'collaborative heartbeat' to a successful relationship. It may start as a Corporate RMP (CRMP) setting out an organisation’s plan, before evolving to a more focussed Project RMP (PRMP), and then develop to mutually accommodate the views and working practice of potential partners, becoming Joint Project Relationship Management Plan (JPRMP).

−	~~For ease of reference, the~~ aspects necessary to formally document and satisfy compliance with the ~~Standard~~ are:	+	The aspects necessary to formally document and satisfy compliance with the standard are:
−	*Formal appointment of Senior Executive Responsible (SER) for development and implementation of collaborative business relationship management.	+	*Formal appointment of a Senior Executive Responsible (SER) for development and implementation of collaborative business relationship management.
	*Set out and define collaborative working policy, including a commitment to continual improvement and ensure that this is effectively communicated.		*Set out and define collaborative working policy, including a commitment to continual improvement and ensure that this is effectively communicated.
	*Identify strategic business objectives.		*Identify strategic business objectives.
	*Identify potential value of working collaboratively.		*Identify potential value of working collaboratively.
−	*Identify all significant relationships and then segregate and prioritise these and the potential (or actual) opportunities and then prepare implementation plans for collaborative working, where appropriate.	+	*Identify all significant relationships and then segregate and prioritise these and the potential (or actual) opportunities, and then prepare implementation plans for collaborative working where appropriate.
−	*Review existing policy and procedures and modify where necessary, to support collaborative working, competencies and behaviours. ~~Ensure that you document~~	+	*Review existing policy and procedures and modify where necessary to support collaborative working, competencies and behaviours.
	*Draft and implement initial general and relationship-specific risk assessment and mitigation plans for potential collaborative relationships.		*Draft and implement initial general and relationship-specific risk assessment and mitigation plans for potential collaborative relationships.
	*Prepare initial [Corporate] Relationship Management Plan for on-going development.		*Prepare initial [Corporate] Relationship Management Plan for on-going development.
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	== Stage 2: Knowledge ==		== Stage 2: Knowledge ==

−	Part of the ~~intial Strategic Phase~~ of the BS11000, Stage 2 continues the process of ~~truly~~ understanding the potential benefits of a formalised collaborative approach. It ~~focusses mainly~~ on setting out a business strategy for a potential collaborative arrangement, setting out objectives, operating models, benefits and value analysis and identifying potential collaborative relationships.	+	Part of the initial strategic phase of the BS11000, Stage 2 continues the process of understanding the potential benefits of a formalised collaborative approach. It focuses on setting out a business strategy for a potential collaborative arrangement, setting out objectives, operating models, benefits and value analysis and identifying potential collaborative relationships.

−	Objectives and drivers that sit behind these objectives will probably ~~differ~~ for different relationships. For example, an objective may be long-term secured work, but this could encompass secured turnover, profitability or to provide ~~the~~ platform to recruit or invest in staff development or even specific research, or process refinement.	+	Objectives and drivers that sit behind these objectives will probably vary for different relationships. For example, one objective may be long-term secured work, but this could encompass secured turnover, profitability or the need to provide a platform to recruit or invest in staff development or even specific research, or process refinement.

	Having established the rationale, the next step is to identify and review suitable partners with high potential to benefit from working collaboratively.		Having established the rationale, the next step is to identify and review suitable partners with high potential to benefit from working collaboratively.

−	Embedding collaborative practice may well impact on the day-to-day business operations, so an implementation plan is necessary. Key individuals' roles, responsibilities, skills and levels of authority will need to be identified, ideally through a ~~Competency Review~~, which may also identify shortfalls in capability and associated training needs.	+	Embedding collaborative practice may well impact on the day-to-day business operations, so an implementation plan is necessary. Key individuals' roles, responsibilities, skills and levels of authority will need to be identified, ideally through a competency review, which may also identify shortfalls in capability and associated training needs.

−	Efficient collaboration will improve the flow and transfer of knowledge, so it is important to put in place mechanisms to accommodate this and to encourage creative thinking. A knowledge map will help track information to be shared and process needs, identifying what information is shared or withheld with which parties or individuals~~/levels~~.	+	Efficient collaboration will improve the flow and transfer of knowledge, so it is important to put in place mechanisms to accommodate this and to encourage creative thinking. A knowledge map will help track information to be shared and process needs, identifying what information is shared or withheld with which parties or individuals.

−	Any mature business should apply a ~~Risk Management~~ process, and this sits at the very heart of BS11000. Organisations need to be clear about how specific risks and opportunities are managed, and have clear processes to mitigate the risk and optimise the potential, while clarifying ownership.	+	Any mature business should apply a risk management process, and this sits at the very heart of BS11000. Organisations need to be clear about how specific risks and opportunities are managed, and have clear processes to mitigate the risk and optimise the potential, while clarifying ownership.

−	These steps form the skeleton of an ~~Implementation Plan~~ and once completed, ~~needs~~ to be communicated to various stakeholders, before ~~as always,~~ updating the Relationship Management Plan.	+	These steps form the skeleton of an implementation plan, and once completed, need to be communicated to various stakeholders before updating the Relationship Management Plan.

−	~~Again, for ease of reference, the~~ aspects necessary to formally document and satisfy compliance with the ~~Standard~~ are:	+	The aspects necessary to formally document and satisfy compliance with the standard are:
	*Establish the objectives and key drivers for each collaborative opportunity and evaluate if collaboration is appropriate		*Establish the objectives and key drivers for each collaborative opportunity and evaluate if collaboration is appropriate
	*Identify the experience, skills and competencies of individuals that will be involved in any collaborative initiative		*Identify the experience, skills and competencies of individuals that will be involved in any collaborative initiative
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	=== Related articles on Designing Buildings Wiki ===		=== Related articles on Designing Buildings Wiki ===
		+	*Champions.
	*Collaborative practices.		*Collaborative practices.
	*Latham Report.		*Latham Report.