Designing Buildings - User contributions [en]

User:Invennt

2013-05-03T16:05:43Z

Invennt:

Invennt Ltd is a UK-based consultancy business formed to help customers of and suppliers to the construction industry gain greater value from their investment. We are passionate about construction, the construction industry and its reputation. We wish to see the construction industry recognised as a wealth generator for UK plc and an attractive and safe career for future generations. Our philosophy leverages four key strengths:

==== '''Independence''' ====

Customers value our honest and constructive view of their business. Our independence allows us to offer the best advice available. It also allows us act externally with discretion.

==== '''Relationships''' ====

We recognise the value of trusting relationships and concentrate on their initiation and development. Our very broad network and proven ability to expand it enables us to gain a competitive edge or reduce risk for our customers.

==== '''Knowledge''' ====

We have gained a broad spectrum of business leadership and management knowledge with expertise from boardroom to site, backed up by significant study and research.

==== '''Experience''' ====

We have over 50 years’ practical experience of construction as principal contractors, management contractors and sub-contractors, both in the UK and overseas, and have run significant change programmes resulting in significant value-adding results.

 

Find out more about Invennt on our website: [http://www.invennt.com/ www.invennt.com].

User:Invennt

2013-05-03T16:03:30Z

Invennt:

Invennt Ltd is a UK-based consultancy business formed to help customers of and suppliers to the construction industry gain greater value from their investment. We are passionate about construction, the construction industry and its reputation. We wish to see the construction industry recognised as a wealth generator for UK plc and an attractive and safe career for future generations.

Our philosophy leverages four key strengths:

==== '''Independence''' ====

Customers value our honest and constructive view of their business. Our independence allows us to offer the best advice available. It also allows us act externally with discretion.

==== '''Relationships''' ====

We recognise the value of trusting relationships and concentrate on their initiation and development. Our very broad network and proven ability to expand it enables us to gain a competitive edge or reduce risk for our customers.

==== '''Knowledge''' ====

We have gained a broad spectrum of business leadership and management knowledge with expertise from boardroom to site, backed up by significant study and research.

==== '''Experience''' ====

We have over 50 years’ practical experience of construction as principal contractors, management contractors and sub-contractors, both in the UK and overseas, and have run significant change programmes resulting in significant value-adding results.

 

Find out more about Invennt on our website: [http://www.invennt.com/ www.invennt.com].

User:Invennt

2013-05-03T16:01:50Z

Invennt: Created page with " Invennt Ltd is a Our business was formed to help customers of and suppliers to the construction industry gain greater value from their investment. We are passionate about con..."

Invennt Ltd is a

Our business was formed to help customers of and suppliers to the construction industry gain greater value from their investment. We are passionate about construction, the construction industry and its reputation. We wish to see the construction industry recognised as a wealth generator for UK plc and an attractive and safe career for future generations.

Our philosophy leverages four key strengths:

==== '''Independence''' ====

Customers value our honest and constructive view of their business. Our independence allows us to offer the best advice available. It also allows us act externally with discretion.

==== '''Relationships''' ====

We recognise the value of trusting relationships and concentrate on their initiation and development. Our very broad network and proven ability to expand it enables us to gain a competitive edge or reduce risk for our customers.

==== '''Knowledge''' ====

We have gained a broad spectrum of business leadership and management knowledge with expertise from boardroom to site, backed up by significant study and research.

==== '''Experience''' ====

We have over 50 years’ practical experience of construction as principal contractors, management contractors and sub-contractors, both in the UK and overseas, and have run significant change programmes resulting in significant value-adding results.

BS11000 Collaborative business relationships

2013-05-03T15:58:35Z

Invennt:

= BS11000 – collaborative business relationship =

BS11000, the British Standard for Collaborative Business Relationships is the first of its type in the world to formalise how organisations approach mutual relationships. It strives to optimise the benefits of joint working, with specific phases looking to refine processes, reduce duplication and address creation of additional value.

In the UK construction industry post-Latham, partnering and the PPC2000 contract attempted to introduce this philosophy but it often fell short of truly generating the promised benefits. Enthusiasm was already fading when the 2008-2012 economic downturn saw a return to lowest cost bidding and a shift back to JCT Contracts. Existing contractual processes therefore tend to involve lowest price tendering and inefficient and wasteful adversarial behaviours. Consequently, some businesses have sought a more effective approach to delivering projects and BS11000 does provide that option.

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: ===
#awareness
#knowledge
#internal assessment

=== Phase 2 – identifying and working with fully committed partners by: ===
<ol start="4">
<li>partner selection</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>
</ol>

=== Phase 3 – managing and maintaining the relationship and ending it on good terms: ===
<ol start="7">
<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>
</ol>

 

== BS11000 Phase 1 in more detail ==

== 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 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.

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.

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:
*Formal appointment of 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.
*Identify strategic business objectives.
*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.
*Review existing policy and procedures and modify where necessary, to support collaborative working, competencies and behaviours. Ensure that you document
*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 ==

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.

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.

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.

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.

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.

Again, for ease of reference, 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 a procedure to capture, create and manage knowledge within collaborative relationships
*Establish guidelines for sharing knowledge between organizations
*Establish procedure for developing a strategy and business case for each opportunity
*Identify and document objectives of each collaborative relationship
*Analyse the market sector, customer base, requirements and expectations of customers
*Evaluate value of the relationship in the context of the overall business objectives
*Identify potential collaborative organisations against the specific opportunities
*Develop an initial exit strategy assessment
*Integrate relationship management into established overall risk management policy and processes
*Identify and assess internal issues which could result in significant risks to performance
*Undertake a business impact assessment relative to collaborative working
*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 and regularly review the implementation plan and maintain the relationship management plan

 

== 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.

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.

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).

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.

Again, for ease of reference, listed below are the aspects that are necessary to satisfy compliance against the Standard :
*Establish policies and processes to manage collaboration
*Undertake an internal assessment to identify potential constraints and periodically review
*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 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

--[[User%3AInvennt|Invennt]] 16:57, 3 May 2013 (BST)

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

BS11000 Collaborative business relationships

2013-05-03T15:57:43Z

Invennt:

= BS11000 – collaborative business relationship =

BS11000, the British Standard for Collaborative Business Relationships is the first of its type in the world to formalise how organisations approach mutual relationships. It strives to optimise the benefits of joint working, with specific phases looking to refine processes, reduce duplication and address creation of additional value.

In the UK construction industry post-Latham, partnering and the PPC2000 contract attempted to introduce this philosophy but it often fell short of truly generating the promised benefits. Enthusiasm was already fading when the 2008-2012 economic downturn saw a return to lowest cost bidding and a shift back to JCT Contracts. Existing contractual processes therefore tend to involve lowest price tendering and inefficient and wasteful adversarial behaviours. Consequently, some businesses have sought a more effective approach to delivering projects and BS11000 does provide that option.

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: ===
#awareness
#knowledge
#internal assessment

=== ===

=== Phase 2 – identifying and working with fully committed partners by: ===
<ol start="4">
<li>partner selection</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>
</ol>

=== ===

=== Phase 3 – managing and maintaining the relationship and ending it on good terms: ===
<ol start="7">
<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>
</ol>

 

== BS11000 Phase 1 in more detail ==

== 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 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.

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.

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:
*Formal appointment of 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.
*Identify strategic business objectives.
*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.
*Review existing policy and procedures and modify where necessary, to support collaborative working, competencies and behaviours. Ensure that you document
*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 ==

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.

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.

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.

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.

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.

Again, for ease of reference, 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 a procedure to capture, create and manage knowledge within collaborative relationships
*Establish guidelines for sharing knowledge between organizations
*Establish procedure for developing a strategy and business case for each opportunity
*Identify and document objectives of each collaborative relationship
*Analyse the market sector, customer base, requirements and expectations of customers
*Evaluate value of the relationship in the context of the overall business objectives
*Identify potential collaborative organisations against the specific opportunities
*Develop an initial exit strategy assessment
*Integrate relationship management into established overall risk management policy and processes
*Identify and assess internal issues which could result in significant risks to performance
*Undertake a business impact assessment relative to collaborative working
*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 and regularly review the implementation plan and maintain the relationship management plan

 

== 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.

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.

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).

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.

Again, for ease of reference, listed below are the aspects that are necessary to satisfy compliance against the Standard :
*Establish policies and processes to manage collaboration
*Undertake an internal assessment to identify potential constraints and periodically review
*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 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

--[[User:Invennt|Invennt]] 16:57, 3 May 2013 (BST)

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

BS11000 Collaborative business relationships

2013-05-03T15:56:45Z

Invennt:

= BS11000 – collaborative business relationship =

BS11000, the British Standard for Collaborative Business Relationships is the first of its type in the world to formalise how organisations approach mutual relationships. It strives to optimise the benefits of joint working, with specific phases looking to refine processes, reduce duplication and address creation of additional value.

In the UK construction industry post-Latham, partnering and the PPC2000 contract attempted to introduce this philosophy but it often fell short of truly generating the promised benefits. Enthusiasm was already fading when the 2008-2012 economic downturn saw a return to lowest cost bidding and a shift back to JCT Contracts. Existing contractual processes therefore tend to involve lowest price tendering and inefficient and wasteful adversarial behaviours. Consequently, some businesses have sought a more effective approach to delivering projects and BS11000 does provide that option.

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: ===
#awareness
#knowledge
#internal assessment

=== ===

=== Phase 2 – identifying and working with fully committed partners by: ===
<ol start="4">
<li>partner selection</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>
</ol>

=== ===

=== Phase 3 – managing and maintaining the relationship and ending it on good terms: ===
<ol start="7">
<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>
</ol>

 

== BS11000 Phase 1 in more detail ==

== 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 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.

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.

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:
*Formal appointment of 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.
*Identify strategic business objectives.
*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.
*Review existing policy and procedures and modify where necessary, to support collaborative working, competencies and behaviours. Ensure that you document
*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 ==

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.

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.

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.

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.

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.

Again, for ease of reference, 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 a procedure to capture, create and manage knowledge within collaborative relationships
*Establish guidelines for sharing knowledge between organizations
*Establish procedure for developing a strategy and business case for each opportunity
*Identify and document objectives of each collaborative relationship
*Analyse the market sector, customer base, requirements and expectations of customers
*Evaluate value of the relationship in the context of the overall business objectives
*Identify potential collaborative organisations against the specific opportunities
*Develop an initial exit strategy assessment
*Integrate relationship management into established overall risk management policy and processes
*Identify and assess internal issues which could result in significant risks to performance
*Undertake a business impact assessment relative to collaborative working
*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 and regularly review the implementation plan and maintain the relationship management plan

 

== 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.

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.

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).

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.

Again, for ease of reference, listed below are the aspects that are necessary to satisfy compliance against the Standard :
*Establish policies and processes to manage collaboration
*Undertake an internal assessment to identify potential constraints and periodically review
*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 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

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

BS11000 Collaborative business relationships

2013-05-03T15:54:10Z

Invennt:

= BS11000 – collaborative business relationship =

BS11000, the British Standard for Collaborative Business Relationships is the first of its type in the world to formalise how organisations approach mutual relationships. It strives to optimise the benefits of joint working, with specific phases looking to refine processes, reduce duplication and address creation of additional value.

In the UK construction industry post-Latham, partnering and the PPC2000 contract attempted to introduce this philosophy but it often fell short of truly generating the promised benefits. Enthusiasm was already fading when the 2008-2012 economic downturn saw a return to lowest cost bidding and a shift back to JCT Contracts. Existing contractual processes therefore tend to involve lowest price tendering and inefficient and wasteful adversarial behaviours. Consequently, some businesses have sought a more effective approach to delivering projects and BS11000 does provide that option.

BS11000 provides organisations with a structured process comprising three phases and eight main stages:

=== Phase 1 is about establishing the organisation's commitment and capabilities. It lays the foundations through: ===
#awareness
#knowledge
#internal assessment

=== ===

=== Phase 2 – identifying and working with fully committed partners by: ===
<ol start="4">
<li>partner selection</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>
</ol>

=== ===

=== Phase 3 – managing and maintaining the relationship and ending it on good terms: ===
<ol start="7">
<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>
</ol>

 

== BS11000 Phase 1 in more detail ==

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 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.

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.

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:
*Formal appointment of 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.
*Identify strategic business objectives.
*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.
*Review existing policy and procedures and modify where necessary, to support collaborative working, competencies and behaviours. Ensure that you document
*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 ==

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.

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.

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.

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.

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.

Again, for ease of reference, 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 a procedure to capture, create and manage knowledge within collaborative relationships
*Establish guidelines for sharing knowledge between organizations
*Establish procedure for developing a strategy and business case for each opportunity
*Identify and document objectives of each collaborative relationship
*Analyse the market sector, customer base, requirements and expectations of customers
*Evaluate value of the relationship in the context of the overall business objectives
*Identify potential collaborative organizations against the specific opportunities
*Develop an initial exit strategy assessment
*Integrate relationship management into established overall risk management policy and processes
*Identify and assess internal issues which could result in significant risks to performance
*Undertake a business impact assessment relative to collaborative working
*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 and regularly review the implementation plan and maintain the relationship management plan

 

== 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.

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.

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).

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.

Again, for ease of reference, listed below are the aspects that are necessary to satisfy compliance against the Standard :
*Establish policies and processes to manage collaboration
*Undertake an internal assessment to identify potential constraints and periodically review
*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 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

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

BS11000 Collaborative business relationships

2013-05-03T15:51:39Z

Invennt: Created page with " = BS11000 – collaborative business relationship = BS11000, the British Standard for Collaborative Business Relationships is the first of its type in the world to formalise h..."

= BS11000 – collaborative business relationship =

BS11000, the British Standard for Collaborative Business Relationships is the first of its type in the world to formalise how organisations approach mutual relationships. It strives to optimise the benefits of joint working, with specific phases looking to refine processes, reduce duplication and address creation of additional value.

In the UK construction industry post-Latham, partnering and the PPC2000 contract attempted to introduce this philosophy but it often fell short of truly generating the promised benefits. Enthusiasm was already fading when the 2008-2012 economic downturn saw a return to lowest cost bidding and a shift back to JCT Contracts. Existing contractual processes therefore tend to involve lowest price tendering and inefficient and wasteful adversarial behaviours. Consequently, some businesses have sought a more effective approach to delivering projects and BS11000 does provide that option.

BS11000 provides organisations with a structured process comprising three phases and eight main stages:

 

1 is about establishing the organisation's commitment and capabilities. It lays the foundations through:
#
awareness

#
knowledge

#
internal assessment

=== ===

=== Phase 2 – identifying and working with fully committed partners by: ===

<ol start="4">
<li>
partner selection
</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>
</ol>

=== ===

=== Phase 3 – managing and maintaining the relationship and ending it on good terms: ===

<ol start="7">
<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>
</ol>

 

BS11000 Phase 1 in more detail

 

== 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 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.

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.

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:

*
Formal appointment of 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.

*
Identify strategic business objectives.

*
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.

*
Review existing policy and procedures and modify where necessary, to support collaborative working, competencies and behaviours. Ensure that you document

*
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 ==

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.

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.

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.

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.

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.

Again, for ease of reference, 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 a procedure to capture, create and manage knowledge within collaborative relationships

*
Establish guidelines for sharing knowledge between organizations

*
Establish procedure for developing a strategy and business case for each opportunity

*
Identify and document objectives of each collaborative relationship

*
Analyse the market sector, customer base, requirements and expectations of customers

*
Evaluate value of the relationship in the context of the overall business objectives

*
Identify potential collaborative organizations against the specific opportunities

*
Develop an initial exit strategy assessment

*
Integrate relationship management into established overall risk management policy and processes

*
Identify and assess internal issues which could result in significant risks to performance

*
Undertake a business impact assessment relative to collaborative working

*
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 and regularly review the implementation plan and maintain the relationship management plan

 

== 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.

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.

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).

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.

Again, for ease of reference, listed below are the aspects that are necessary to satisfy compliance against the Standard :

*
Establish policies and processes to manage collaboration

*
Undertake an internal assessment to identify potential constraints and periodically review

*
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 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

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