Welcome to Page Three of our ‘Design for Manufacturing and Assembly’ Digital Scrapbook, edited for the Major Projects Association by Jo Lucas of Co-cre8. The theme of our third page is Changing the Delivery Model for Infrastructure Projects and is inspired by the work of Project 13, the network established by the Institution for Civil Engineer’s, Infrastructure Client Group.
“Within infrastructure, the current delivery models place a high value on the perceived certainty of the ‘status quo’, failing to capitalise on disruptive technologies with the potential to significantly improve outcomes for the operators and users of our infrastructure systems and networks.
In building our own Grand Design, utilising DfMA techniques, time again we struggled to find appropriate models in the market to support our ambitious build and needed to evolve our own.
So when I heard about Project 13, an industry-led response seeking to create an enabling environment for change in the industry, I wanted to know more.
In this interview with Mark Enzer, CTO of Mott McDonald and one of the workstream leads for Project 13, we explored how Project 13 is seeking to challenge that ‘status quo’, some of the challenges in making that happen and to understand the changing skill sets, which will be needed to deliver better outcomes from our infrastructure projects.”
Jo Lucas, Co-cre8, Scrapbook Editor
DfMA – both dependent and a catalyst for transformation
Whilst the logic behind Design for Manufacturing and Assembly is well established (view our earlier scrapbook pages for some of the backstory), it is clear that it won’t happen without a change of culture and working practice. There is an element of Catch 22. Without the kind of changes to project organization, contracting and working culture and practice, DfMA is always likely to be squeezed out of the project by the simple pressure to build and the constraints imposed by most clients.
Project 13 looks wider than DfMA but is designed to enable and encourage the kind of transformative organization and ways of working on which large-scale adoption will depend.
Mark Enzer and Jo Lucas’ interview as part of our December MPKH Live event scratches at some of the loose-ends behind the theory. The construction industry has been through a regular series of audits and reports over the last 30 years, all calling in one form or other for a move from a transactional and often combative supply chain strategy to one that involves risk and benefit sharing right down the chain.
Tools and resources
The challenge may be substantial but the good news is there are tools and techniques available.
What might the future look like?
Every good initiation can benefit from a coherent blueprint. The Project 13 Blueprint describes the principles of the commercial approach and defines the roles, capabilities and responsibilities of the key stakeholders in this new Enterprise model – the investor, the owner, the integrator, the advisors and the suppliers.
How ready is your organization for the change
The interview between Jo Lucas and Mark Enzer references the ‘Industry Ready Level’, essentially a measure of how ready your organization is for this coming change.
This report provides a snapshot of the UK infrastructure industry’s digital maturity. The Industry Readiness Level (IRL) has been developed as a measure of digital maturity across six
broad themes – reflecting the impact of digital transformation on all parts of the business: customers; leadership; commercial; capability; asset delivery; and asset management.
Designing the change
The Project 13 Commercial Handbook outlines the six key commercial principles which are critical to creating the right commercial environment for the model – including:
- Alignment – where commercial performance measures are aligned to delivery of outcomes to the customer/end user;
2. Reward – where reward mechanisms in the enterprise structure are based on value added in exceeding the outcomes, not competed lowest cost for a component;
3. Risk – where risks that the infrastructure owner or investor are accountable for are not transferred to the supply chain;
4. Engagement– where the enterprise comes together at a much earlier stage in the asset enhancement/creation lifecycle;
5. Scale – where the enterprise model yields the greatest benefits when applied across asset systems/portfolios.
The themes of Project 13 are common to a number of institutions who explore innovation from the particular perspective of their membership:
Project 13 – the ICE’s Group
I3P – is the cross-industry infrastructure innovation hub
Constructing Excellence – the BRE (Building Research Establishment)’s network for collaborative improvement
The Construction Leadership Council is another body championing innovation and performance improvement through BIM, DfMA and whole-life performance
The next DfMA scrapbook page will explore the concept of the digital twin.
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