Enterprise model for infrastructure - Revision history

Designing Buildings at 07:06, 21 January 2021

2021-01-21T07:06:55Z

← Older revision		Revision as of 07:06, 21 January 2021
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	* Traditional procurement route.		* Traditional procurement route.

−	[[Category:Client_procedures]] [[Category:Procurement]] [[Category:Public_procedures]]	+	[[Category:DCN_Definition]] [[Category:DCN_Guidance]] [[Category:Client_procedures]] [[Category:Procurement]] [[Category:Public_procedures]]

Designing Buildings at 12:35, 26 August 2018

2018-08-26T12:35:02Z

← Older revision		Revision as of 12:35, 26 August 2018
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	* Infrastructure.		* Infrastructure.
		+	* Infrastructure integrator.
	* Infrastructure investor.		* Infrastructure investor.
	* Procurement.		* Procurement.

Designing Buildings at 12:28, 26 August 2018

2018-08-26T12:28:57Z

← Older revision		Revision as of 12:28, 26 August 2018
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	* Infrastructure.		* Infrastructure.
		+	* Infrastructure investor.
	* Procurement.		* Procurement.
	* Project 13.		* Project 13.

Designing Buildings at 09:08, 18 July 2018

2018-07-18T09:08:00Z

← Older revision		Revision as of 09:08, 18 July 2018
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−	Project 13 is an Institution of Civil Engineers (ICE) - led initiative to boost certainty and productivity in the delivery of infrastructure, to improve whole-life outcomes and support a more sustainable, innovative, highly-skilled industry. It is a response to a general perception that the infrastructure sector’s current operating model is broken, with projects delivered over budget, ~~past deadline~~ and below par.	+	Project 13 is an Institution of Civil Engineers (ICE) - led initiative to boost certainty and productivity in the delivery of infrastructure, to improve whole-life outcomes and to support a more sustainable, innovative, highly-skilled industry. It is a response to a general perception that the infrastructure sector’s current operating model is broken, with projects delivered over budget, over time and below par.

	Project 13 proposes an 'enterprise model' rather than a traditional construction programme model in which:		Project 13 proposes an 'enterprise model' rather than a traditional construction programme model in which:
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	* Reward is based on value added to the overall outcomes, not service provided.		* Reward is based on value added to the overall outcomes, not service provided.
−	* There is greater understanding of cost drivers and risk across all organisations, with commercial incentives for collaboration to jointly mitigate risk, not transfer it.	+	* There is a greater understanding of cost drivers and risk across all organisations, with commercial incentives for collaboration to jointly mitigate risk, not transfer it.
	* Establishing a high-performing enterprise requires fundamentally different leadership, governance, behaviours and skills to succeed. This is underpinned by organisations with increasingly diverse skills and backgrounds.		* Establishing a high-performing enterprise requires fundamentally different leadership, governance, behaviours and skills to succeed. This is underpinned by organisations with increasingly diverse skills and backgrounds.

−	[[File:~~Enterprise model~~.png]]	+	[[File:Enterprise_model.png\|link=File:Enterprise_model.png]]

	In this context, an enterprise is defined as:		In this context, an enterprise is defined as:
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	‘… an integrated organisation, aligned and commercially incentivised to deliver better outcomes for customers from infrastructure investment. Such organisations are characterised by sophisticated, maturing and typically longer-term relationships between owners, investors, integrators, advisors and suppliers. The roles, capabilities and behaviours of an enterprise differ from those in much of the construction industry today and success will be underpinned by developing organisations with increasingly diverse backgrounds and skill sets.’		‘… an integrated organisation, aligned and commercially incentivised to deliver better outcomes for customers from infrastructure investment. Such organisations are characterised by sophisticated, maturing and typically longer-term relationships between owners, investors, integrators, advisors and suppliers. The roles, capabilities and behaviours of an enterprise differ from those in much of the construction industry today and success will be underpinned by developing organisations with increasingly diverse backgrounds and skill sets.’

−	The enterprise is led by the owner who manages and operates the asset and leads in identifying the needs of the asset(s) and promoting ~~these~~ to the investor. The investor is an enabler of the enterprise concerned with affordability, societal and financial benefits derived from optimal management of the asset(s).	+	The enterprise is led by the owner who manages and operates the asset(s) and leads in identifying the needs of the asset(s) and promoting them to the investor. The investor is an enabler of the enterprise concerned with affordability, societal and financial benefits derived from optimal management of the asset(s).

	The owner has a direct relationship with the suppliers and advisors, facilitated by the integrator. The integrator brings in appropriate suppliers and advisors when they can best add value.		The owner has a direct relationship with the suppliers and advisors, facilitated by the integrator. The integrator brings in appropriate suppliers and advisors when they can best add value.
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	* Public procurement.		* Public procurement.
	* The Institution of Civil Engineers.		* The Institution of Civil Engineers.
−	* Traditional ~~project~~.	+	* Traditional procurement route.

	[[Category:Client_procedures]] [[Category:Procurement]] [[Category:Public_procedures]]		[[Category:Client_procedures]] [[Category:Procurement]] [[Category:Public_procedures]]

Designing Buildings at 09:05, 18 July 2018

2018-07-18T09:05:05Z

← Older revision		Revision as of 09:05, 18 July 2018
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	* Establishing a high-performing enterprise requires fundamentally different leadership, governance, behaviours and skills to succeed. This is underpinned by organisations with increasingly diverse skills and backgrounds.		* Establishing a high-performing enterprise requires fundamentally different leadership, governance, behaviours and skills to succeed. This is underpinned by organisations with increasingly diverse skills and backgrounds.

−	[~~insert images~~]	+	[[File:Enterprise model.png]]

	In this context, an enterprise is defined as:		In this context, an enterprise is defined as:

Designing Buildings at 09:02, 18 July 2018

2018-07-18T09:02:00Z

Designing Buildings: Created page with "Project 13 is an ICE-led initiative intended to boost certainty and productivity in delivery, improve whole life outcomes and support a more sustainable, innovative, highly skill..."

2018-07-18T08:56:48Z

Created page with "Project 13 is an ICE-led initiative intended to boost certainty and productivity in delivery, improve whole life outcomes and support a more sustainable, innovative, highly skill..."

New page

Project 13 is an ICE-led initiative intended to boost certainty and productivity in delivery, improve whole life outcomes and support a more sustainable, innovative, highly skilled industry. This is a response to a general perception that the infrastructure sector’s current operating model is broken. Too often projects are delivered over budget, past deadline and below par.

Project 13 proposes an enterprise model rather than a traditional construction programme model in which:

* The owner is central and leads the enterprise, defining long-term value.
* Suppliers and advisors have direct relationships with the owner.
* An ‘integrator’ actively engages and integrates all tiers of the market.
* The key suppliers, owner, advisor and integrator work as one team to optimise value.

ICE suggest that this is different from the traditional construction programme model in that:

* Reward in the enterprise is based on value added to the overall outcomes, not service provided.
* There is greater understanding of cost drivers and risk across all organisations in the enterprise, with commercial incentives for collaboration to jointly mitigate risk, not transfer it.
* Establishing a high-performing enterprise requires fundamentally different leadership, governance, behaviours and skills to succeed. This will be underpinned by organisations with increasingly diverse skills and backgrounds.

[insert images]

In this context, an enterprise is defined as:

‘… an integrated organisation, aligned and commercially incentivised to deliver better outcomes for customers from infrastructure investment. Such organisations are characterised by sophisticated, maturing and typically longer-term relationships between owners, investors, integrators, advisors and suppliers. The roles, capabilities and behaviours of an enterprise differ from those in much of the construction industry today and success will be underpinned by developing organisations with increasingly diverse backgrounds and skill sets.’

The enterprise is led by the owner who manages and operates the asset and will lead in identifying the needs of the asset network and promoting these to the investor. The investor is an enabler of the enterprise concerned with affordability, societal and financial benefits derived from optimal management of the assets

The owner has a direct relationship with the suppliers and advisors, facilitated by the integrator. The integrator brings in appropriate suppliers and advisors when they can best add value.

The suppliers and advisors are experts in their subject area, accountable for delivery of specific aspects of the enterprise.

= Find out more =

=== Related articles on Designing Buildings Wiki ===

* Infrastructure.
* Procurement.
* Project 13.
* Public procurement.
* The Institution of Civil Engineers.
* Traditional project.

[[Category:Client_procedures]] [[Category:Procurement]] [[Category:Public_procedures]]

← Older revision		Revision as of 09:02, 18 July 2018
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−	Project 13 is an ICE-led initiative ~~intended~~ to boost certainty and productivity in delivery, improve whole life outcomes and support a more sustainable, innovative, highly skilled industry. ~~This~~ is a response to a general perception that the infrastructure sector’s current operating model is broken~~. Too often~~ projects ~~are~~ delivered over budget, past deadline and below par.	+	Project 13 is an Institution of Civil Engineers (ICE) - led initiative to boost certainty and productivity in the delivery of infrastructure, to improve whole-life outcomes and support a more sustainable, innovative, highly-skilled industry. It is a response to a general perception that the infrastructure sector’s current operating model is broken, with projects delivered over budget, past deadline and below par.

−	Project 13 proposes an enterprise model rather than a traditional construction programme model in which:	+	Project 13 proposes an 'enterprise model' rather than a traditional construction programme model in which:

	* The owner is central and leads the enterprise, defining long-term value.		* The owner is central and leads the enterprise, defining long-term value.
Line 10:		Line 10:
	ICE suggest that this is different from the traditional construction programme model in that:		ICE suggest that this is different from the traditional construction programme model in that:

−	* Reward ~~in the enterprise~~ is based on value added to the overall outcomes, not service provided.	+	* Reward is based on value added to the overall outcomes, not service provided.
−	* There is greater understanding of cost drivers and risk across all organisations ~~in the enterprise~~, with commercial incentives for collaboration to jointly mitigate risk, not transfer it.	+	* There is greater understanding of cost drivers and risk across all organisations, with commercial incentives for collaboration to jointly mitigate risk, not transfer it.
−	* Establishing a high-performing enterprise requires fundamentally different leadership, governance, behaviours and skills to succeed. This ~~will be~~ underpinned by organisations with increasingly diverse skills and backgrounds.	+	* Establishing a high-performing enterprise requires fundamentally different leadership, governance, behaviours and skills to succeed. This is underpinned by organisations with increasingly diverse skills and backgrounds.

	[insert images]		[insert images]
Line 20:		Line 20:
	‘… an integrated organisation, aligned and commercially incentivised to deliver better outcomes for customers from infrastructure investment. Such organisations are characterised by sophisticated, maturing and typically longer-term relationships between owners, investors, integrators, advisors and suppliers. The roles, capabilities and behaviours of an enterprise differ from those in much of the construction industry today and success will be underpinned by developing organisations with increasingly diverse backgrounds and skill sets.’		‘… an integrated organisation, aligned and commercially incentivised to deliver better outcomes for customers from infrastructure investment. Such organisations are characterised by sophisticated, maturing and typically longer-term relationships between owners, investors, integrators, advisors and suppliers. The roles, capabilities and behaviours of an enterprise differ from those in much of the construction industry today and success will be underpinned by developing organisations with increasingly diverse backgrounds and skill sets.’

−	The enterprise is led by the owner who manages and operates the asset and ~~will lead~~ in identifying the needs of the asset ~~network~~ and promoting these to the investor. The investor is an enabler of the enterprise concerned with affordability, societal and financial benefits derived from optimal management of the ~~assets~~	+	The enterprise is led by the owner who manages and operates the asset and leads in identifying the needs of the asset(s) and promoting these to the investor. The investor is an enabler of the enterprise concerned with affordability, societal and financial benefits derived from optimal management of the asset(s).

	The owner has a direct relationship with the suppliers and advisors, facilitated by the integrator. The integrator brings in appropriate suppliers and advisors when they can best add value.		The owner has a direct relationship with the suppliers and advisors, facilitated by the integrator. The integrator brings in appropriate suppliers and advisors when they can best add value.

	The suppliers and advisors are experts in their subject area, accountable for delivery of specific aspects of the enterprise.		The suppliers and advisors are experts in their subject area, accountable for delivery of specific aspects of the enterprise.
		+
		+	Ref: [http://www.p13.org.uk/wp-content/uploads/2018/06/P13-Blueprint-Web.pdf P13 Blueprint, Institution of Civil Engineers, May 2018].

	= Find out more =		= Find out more =