Project Initiation RoutemapMarch 2017
EY and the Infrastructure & Projects Authority
About the IPAThe Infrastructure and Projects Authority (IPA), formed on 1 January 2016, brings together Infrastructure UK (IUK) and the Major Projects Authority (MPA).
It exists to provide expertise for financing, delivery and assurance of major public projects, to support more effective management and delivery across government.
It reports to the Chancellor and the Minister for the Cabinet Office.
It supports infrastructure and project development and delivery across the whole of government.
In 2010 the UK Government Infrastructure Cost Review identified evidence that showed delivery failures can often be traced back to how a project was initially set up.
It suggested the need for a greater focus in the early stages on how the strategic objectives of projects are established how the sponsors articulate these requirements to ensure they are set up to succeed.
In response to these challenges, the Infrastructure and Projects Authority, working with industry, developed a Project Initiation Routemap – a framework to help identify and address many common problems encountered during the early stages of projects.
At the beginning of 2017, the IPA brought together the best programme management organisations in the UK to work with the IPA to deliver this offering, and contribute to its future development.
EY has a privileged global position as a leading provider for the IPA to deliver Routemaps to projects through joint IPA / EY marketing efforts, and to use the Routemap to support our clients.
In the 4 years since the Routemaps creation, over 30 major projects across transport, water, flood defence, energy and organizational transformation have undergone routemap assessments.
With EY as a leading provider, we are now providing this offer to a broader audience of infrastructure, transformation and IT change projects and programmes.
EY are supporting the IPA with their ambition to deliver improved outcomes for projects and programmes across the public and private sectors.
The better the question. The better the answer. The better the world works.
The Routemap provides an objective and systematic approach to validate and give confidence to owners, sponsors and clients for project initiation.
It is built on extensive research on the causes of failure for major projects and programmes, and seeks to ensure consideration of key areas of capability and alignment relevant for each projects circumstance.
The process brings specialist knowledge, facilitated exploration and reflection, and positive challenge in the areas of;
• Complexity of the project
• Complexity of the delivery and stakeholder environment
• Current capability characteristics of the delivery environment
• Required capability characteristics of the delivery environment needed best setup the planned project for success
The aim of the Routemap is to ensure that major projects are set up with the best chance of success. It targets the crucial, early stage project thinking, and is a collaborative process that brings project stakeholders together.
• It recognises that there is no one solution but there are characteristics common to both successful and unsuccessful project delivery.
• There is no ‘score-card’ at the end of the routemap. There is an improved awareness of ‘fitness to proceed’, and a robust step-by-step enhancement plan and key milestones en route to achieving this fitness.
• It contains globally recognised best practice designed to help sponsors and clients, covering: governance; requirements; procurement; execution strategy; asset management; risk management and organisational design & development as discrete modules.
What is the Project Initiation Routemap?
Entirely focused on getting a clients’ project delivery environment in the best shape possible to deliver their project
The Project Initiation Routemap gives owners and sponsors of major projects and programmes confidence in their delivery environments’ ability to deliver.
Project Initiation Routemap March 2017
Who it is for?• The Routemap is designed for senior stakeholder
groups in private or public sector environments, and is applicable for major projects in infrastructure, transformation and technology.
• It provides particular value where a proposed project is either:
- new to the participating organisations
- being delivered in a different way
- on a significantly bigger scale than those previously undertaken
- where enhancements would benefit the whole programme (i.e. government led projects)
• It is intentionally non-prescriptive to allow for the bespoke nature of large projects.
When is it used?• Typically done at the early stages of a project
where delivery strategy, key capabilities and relationships are being defined.
• Often Routemaps are performed during the planning or early design phase, where FBC or FID is still being sought.
• Some clients have found significant value in performing routemaps retrospectively, such as at the end of a major milestone or phase, to help inform capability improvements and alignment for subsequent phases.
• It has also been setup as a repeatable process over a project lifecycle to track improvements.
Strategic Assessment
Business Justification
Procurement Strategy
Investment Decision
Key Stages - Ability to influence outcomes
Abi
lity
to in
fluen
ce o
utco
me
100%
0%
SOBC HMT
OBC HMT
FBC HMT
Confirm Strategy
Confirm Justification
Competitive Procurement
Contract Award
Project Initiation SupportReadiness for Service
Benefits Evaluation
In-Service Confirm Benefits
The better the question. The better the answer. The better the world works.
Outcomes• Quickly get improved insight of;
- Internal & external stakeholder views of project complexity
- Dispersion of awareness of project complexity across stakeholders and groups
- Complexity Hotspots & Gaps in Awareness
• Improved understanding of;
- Existing capability traits good and bad, across Sponsor, Asset Manager, Client, Supply Chain
- An improved articulation of ‘what good looks like for their project’, across critical success factors of Requirements, Governance, Execution Strategy, ODD, Procurement, Risk Management, Asset Management
• Client generated enhancement plans where there are identified & agreed weak spots or misalignment in capabilities & existing plans.
Example client outcomes • Improved understanding the inter-relationship
between goals, visions, values, people, work organisation and practices, technology, culture and process/procedures.
• Cost avoidance by robust evidence inputs for assurance and approval processes.
• Development of a robust governance model with clear responsibilities and risk allocation.
• Improved alignment of sponsor programme objectives and critical success factors with delivery strategy.
• Highlighting the needs and benefits of early supplier engagement.
• Alignment of procurement strategy to owner risk tolerance and client capabilities.
• Pre-conceived ideas shown to be not the best way forward, with good reasons and a better outcome was developed by informed debate and consensus.
• Earlier visibility of strategic risks.
Outcomes
Delivery of every major project is never the same - the Routemap enables the client to see exactly where the gaps in project delivery lie.
Using the Routemap is like holding a mirror up to yourself. We used it retrospectively at Crossrail and demonstrated that the components of the Routemap correspond to the challenges that Crossrail faced and how they were actually dealt with (many intuitively).Andy Mitchell, Programme director, Crossrail
Project Initiation Routemap March 2017
Benefits
Organisations that really invest in understanding the inherent challenges of their project are able to create an environment for success at the earliest stages, while those that do not set themselves up for potential failure at a later stage.National Audit Office
Sponsor & owner benefits• Improved confidence in project outcomes.
• Clear plan for improvements in capability where identified, with milestones which can be monitored.
• When performing routemaps out across a portfolio of projects it provides a mechanism for comparing delivery confidence.
• It can be repeated as an exercise to help with future phases on large programmes (more specific than general assurance).
• There may be actions coming out of the enhancement plan which can be supported by EY or the IPA in delivering enhancements or ongoing performance assurance.
Client and Delivery Partner Benefits• Participants gain insight and draw on expertise
from other major project leaders and other sectors to help them understand how they might address the gaps found during the analysis phase.
• Generates a forum that allows constructive challenge and discussion from participants, acting as a sense check for progress to date.
• The process is aligned to the 5 Case Model so produces evidence for to support robust business cases.
• There may be actions coming out of the enhancement plan which can be supported by IPA as part of their ongoing support and assurance role.
The better the question. The better the answer. The better the world works.
A typical Routemap is delivered via a structured series of interviews and workshops, customised to the nature of the project delivery environment.
This can be adjusted to allow for geographically distributed or virtual teams, repeat reviews, or reviews of projects already underway.
How the Routemap is delivered
The Routemap has provided a fulcrum for us to change our approach and helped us to build confidence in changes to our Client Model.Miles Ashley, Director, London Underground
Align forSuccess
Sponsor
AssetManager
Client
Market
New to Organisation
Samebut morecomplex
Same complexity
approach
Complexity CapabilityAss
ess C
omple
xity
Assess Capability
Identify Gaps
Plan Enhancements
Deliver
Enhancements
& Check
Procurement
Risk Management
Asset Management
OrganisationalDesign Governance
Requirements
Execution Strategy
• Delivery Environment Complexity
• Sponsor Capability
• Asset Manager Capability
• Client Capability
• Market Capability
Assessment / Information Gathering
Synthesis of assessment outputs and information gathered.
• Overall alignment of capabilities to the challenge
• Issues and opportunities related to the management of complexity and the capability to deliver
• Thematic findings (systemic issues)
Gap Analysis
Diagnosis of the root causes of issues and opportunities to make informed enhancement decisions (closing the gaps).
• Obvious / undoubtable quick wins for ‘fixing’ red level characteristics, issues or opportunities
• Priority actions and longer term enhancements (project vs. corporate)
• Interdependencies of decision-making across enhancements
Plan Enhancements
Implementation of enhancement plans reviewing their affect.
• Incorporated in Project Execution Strategy
• Specific project-level enhancement plans
• Integrated with corporate improvement initiatives
Deliver Enhancements
Check
Project Initiation Routemap March 2017
Key People
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Amanda Clack Engagement Partner
+ 44 207 951 [email protected]
Neal Argent UK&I PM Leader
+ 44 207 951 [email protected]
Chris Lewis Partner
+44 207 951 [email protected]
Being involved in delivering the Routemap has been an exciting experience. The process led to stronger client buy-in to areas of improvement and alignment of a complex network of influential stakeholders. The considerations within the Routemap has enabled a solid improvement in project delivery capability.Steven Gant, Partner EY
Sam Wolyniec Offer Lead
+44 207 980 [email protected]
The better the question. The better the answer. The better the world works.