Alex Milbank, a project delivery advisor at the Infrastructure and Projects Authority, reflects on his time working on the delivery of Crossrail, one of the most transformational infrastructure projects ever delivered in the UK.
Today (Monday 18 March), the Department for Transport (DfT) and Infrastructure and Projects Authority (IPA) published a joint report into the lessons learned from the sponsorship and governance of Crossrail.
I have had the privilege of supporting the delivery of Crossrail since I joined the IPA in 2019, and I am very proud to have played a small part, along with tens of thousands of others, in making the railway a reality.
Our role at the IPA is to provide expert project delivery advice, support and assurance to government departments and their major projects. The vast majority of our effort is focused on those projects in the Government Major Projects Portfolio (GMPP). These projects represent the largest and most complex in government, and it follows that they are often the most expensive and difficult to deliver. It is therefore crucial that we take the time to properly learn the lessons from past GMPP projects and embed them fully into our delivery practices, so that we can realise our ambitions for public services and infrastructure, and secure the best value from the large sums of public funding invested in our major projects.
How can we learn from Crossrail?
The Elizabeth line is now so popular that it is hard to imagine life in London without it - around 700,000 journeys are made on midweek services, far-exceeding post-pandemic expectations. The popularity of the railway is perhaps not surprising given the savings in journey times that it has delivered, coupled with its accessibility and ultra-modern trains. But bringing the Elizabeth line into existence was not easy, and it is important that now the Crossrail project has been delivered, that we reflect on the challenges that we experienced and take the time to learn from those.
I was delighted to support the production and publication of the joint DfT and IPA report into the lessons learned from the sponsorship and governance of Crossrail. The report was created as a follow-up to the 2019 IPA and DfT publication ‘Lessons from transport for the sponsorship of major projects’, and it tests whether the 24 lessons highlighted in that original piece of work remain relevant and impactful.
The report published today focuses primarily on the joint sponsorship model, which was established between Transport for London (TfL) and the DfT to deliver Crossrail, and the interaction of the joint sponsors with Crossrail Limited (CRL), which was the delivery body for the project. Many projects in government use this type of model where a government department acts as the project sponsor - responsible for setting requirements, owning the business case, and ensuring that the expected benefits are delivered – but where the hands-on delivery is managed by a separate entity that has the necessary capacity and capability to design and deliver the project, and contract suppliers as part of that.
This report will be particularly relevant to government colleagues working to deliver projects through that model, however I am confident that there will be value in the report for all project delivery professionals, especially those with an interest in the role of the project sponsor.
The report highlights 9 key lessons relevant to project sponsorship, across areas such as capacity and capability, assurance, roles and responsibilities, and governance. These lessons are underpinned by over 90 interviews with key project stakeholders, multiple workshops, and hours of reading, in order to ensure that the lessons are based on reliable evidence. Its publication is the culmination of the hard work of its author (Matthew Symes, supported also by Rob Brighouse), the concerted efforts of DfT, TfL, and IPA, and also expertise and peer review supplied by the Association for Project Managers (APM) and the Major Projects Association (MPA).
It is an important piece of work, and together with the original ’24 lessons learned’ and the Crossrail learning legacy website, it ensures that the value of Crossrail and the Elizabeth line goes beyond the railway itself, and is extended into our ability to deliver major projects successfully, now and in the future.
Click here to read the full report.
]]>The third Transforming Infrastructure Performance (TIP) Live summit took place on 27 November 2023 at the Institute of Civil Engineers (ICE) headquarters in London, hosted in collaboration with the ICE, the Construction Leadership Council (CLC), the Infrastructure Client Group, and the National Infrastructure Commission.
The day brought together nearly 300 leaders, representing over 100 organisations from across government and industry, to discuss the accelerated action that needs to be taken to achieve the IPA’s mission of world-class project delivery by making TIP business as usual in 2025.
The urgency to drive TIP principles forward
TIP Live opened with remarks from the Rt. Hon. John Glen MP, Minister for the Cabinet Office. In the minister’s first speech since assuming office, he outlined the principal importance of TIP BAU 2025 to the wider government agenda, remarking that “now is the time for the UK to be at the forefront of creativity, innovation, and a green future”.
Nick Smallwood, Chief Executive Officer at the IPA, also spoke to set out the significant progress that the government has made on our mission to embed TIP as BAU by 2025. He also emphasised that it is now crucial for government and industry to step up a gear to continue progression, as we still have a long way to go. Nick highlighted the need for all delivery to become ‘digital-by-default’, optimising all of our operations through the use of more sophisticated technology, data analytics, and AI. He added that with sector productivity lagging and the impacts of climate change amplifying, we must “start to collaborate differently, work differently, take carbon out of infrastructure-build in significant amounts, and do things significantly more productively”.
Cat Little, Second Permanent Secretary to the Treasury, shared her reflection on the Autumn Statement and where infrastructure investment sits in the public sector. She set out the need for long-term planning and investment by both industry and government and the need for a focus on openness.
Dr Jo Jolly, IPA Deputy Director for Project Futures, gave an inspiring session explaining the TIP BAU 2025 mission and galvanised the audience to act with purpose, in a value-led way, to realise our critically important ambition. Jo zoomed in on the human factors that are crucial to achieving this, such as psychological safety in teams, as well as results from a pilot looking into the use of novel AI technology in understanding and interpreting data.
Driving carbon out of projects
The conference also heard from Matt Palmer, Executive Director for the Lower Thames Crossing (LTC), on how LTC is a pioneering project for carbon-neutral construction.
“If we want to continue building things, we need to start changing how we build them”, Matt told delegates. Matt highlighted that LTC is the first project in the UK to put carbon in contracts, with the team also making carbon ‘a leadership conversation’. As a result, they are confident in working towards a 75-85% reduction against a National Highways 2020 baseline.
Delegates saw an excellent range of informative sessions, including modern methods of construction (MMC) in practice from the Ministry of Justice, the role of data and AI from No.10’s Data Science Unit, and much more. We are grateful to all the departments and agencies across government and industry partners for their continued support of TIP.
Driving action on the day
At this TIP LIVE, we ran roundtables for the first time, each of which focused on the following different objectives of TIP: MMC and platforms, delivering value, productivity, and PAS 2080 (a standard for managing carbon in building and infrastructure). These roundtables brought together leading changemakers from across government and industry, with TIP LIVE acting as a platform through which journeys of collective action were launched. Since TIP LIVE 3, roundtables have been setting and assigning key actions, with progress updates anticipated at Interchange, an annual transport conference, in February. If you are interested in learning more about the roundtable workstreams, please reach out to: projectfutures@ipa.gov.uk.
If you would like to learn more about TIP, please read our Roadmap to 2030 and consider coming along to future TIP LIVE events. A post-event survey showed that 92% of delegates had a better understanding of TIP as a result of the event, showing the value in attending our events.
Several presentations from TIP LIVE London have been uploaded here. In addition, Bentley published a flip book on the TIP LIVE Singapore event that we supported in October 2023.
In a world of scarce resources, tight deadlines and limited budgets, being as productive and efficient as possible is key to delivering value for citizens - the use of data and digital tools is essential in this.
IPA is at the forefront of embedding the use of data and digital into how we deliver major projects and wider transformation delivery. The ambition is that digital practices and the use of data become the drivers of productivity for project delivery.
We are already acting on this now
At the heart of the IPA’s ‘Transforming Infrastructure Performance’ (TIP) programme lies the need for a step change in productivity and efficiency in the ways we plan, design, manufacture, construct and operate infrastructure. It will require data from all parts of the system to inform decision-making, from improved information management in delivery to the creation of digital twins for asset construction, maintenance and optimisation.
That’s why we are actively investing in using cutting-edge technology in projects across the UK. From component tracking systems at HMP Millsike - the first prison to operate as zero-carbon - that integrate and enhance supply chain data in real-time, to leveraging drone technology and machine learning to make our railways safer.
The Digitalisation in Infrastructure Projects guide, available to all project delivery leaders within government, intends to help us achieve that. The guide offers advice and information on digital opportunities that need to be exploited in projects and contracts to deliver increased quality and cost efficiency. It also describes the key benefits of digitalisation and the efficient implementation of it in delivery. It provides specific guidance on BIM (building information modelling), digital twins and using modern methods of construction (MMC).
Case studies
The delivery of Crossrail demonstrated the numerous benefits of implementing IPA’s TIP principles, especially in the utilisation of digital tools. The use of BIM, including 3D and 4D modelling, saved both time and money during the civil construction. Modelling was also used when managing the construction fit of mechanical, electrical and plumbing systems.
The pioneering use of digital twins on this project - creating a virtual railway alongside the physical railway - also allowed the design to be developed to improve and optimise the design, construction, operation and eventual decommissioning of the railway. It was great to see that the successful use of this was shared with HS2, who are creating a digital twin on their project.
Currently underway is the delivery of HMP Millsike, a project building net-zero prisons that implements methods and techniques proven to be effective in the recent delivery of HMP Five Wells. Digital innovation such as the use of digital twin technology and MMC principles has increased the productivity and efficiency of the project - modernising and accelerating infrastructure performance in line with TIP principles.
Specifically, digital twin technology has provided improved tracking of building components, allowing closer monitoring of milestones while costing only one-third of the traditional alternative method. We are now delivering prisons fit for the 21st century - faster, cheaper and more efficient, with a focus on rehabilitating offenders to cut reoffending.
Looking to the future
IPA is proud of our work to equip projects with the tools to digitalise for the benefit of the economy, the environment and the citizens of the UK. However, there is still work to be done.
We now recommend all projects and programmes in the built environment adopt digital tools such as 4D CAD and Advanced Work Packaging and modular building (where practicable) to achieve predicted efficiency savings of 40%.
We are also working on ensuring that the application of BIM across departments is consistent and remains in line with current guidance.
In future, we expect to see these digital requirements embedded in contracts, helping us to achieve our goal of digital-by-default delivery.
Our Benchmarking Data Service is set to be launched across the government soon, ensuring that public sector projects have access to high-quality data crucial to successful decision-making and delivery. This exciting new development will mean that project teams will have quick, intuitive and secure access to data collected from previous similar projects on crucial points of interest, like carbon emissions, cost and performance. This data sharing will ensure that public services delivered in the future benefit from previous best practices and drive productivity.
The effective use of information management and embedding the use of AI in how we oversee project performance is a key enabler to unlocking taxpayer value. This principle underpins our thinking in our forthcoming paper on Project Data Analytics and AI in Projects, due out in early 2024. This paper will propose a direction of travel and the immediate steps we will take in embedding the use of AI across government project delivery.
]]>Jack Linley, a statistics fast Streamer in the Transformation Team and Sophie Cliff, a project delivery fast streamer working in project set-up, tell us about their experiences of working on major defence programmes as part of their first-year placements on the Civil Service Fast Stream at the Infrastructure and Projects Authority (IPA).
The IPA has provided a great introduction to the breadth of projects and programmes across government. In both our roles, we have had the opportunity to work with IPA project delivery advisors and commercial advisors on the Government Major Projects Portfolio (GMPP). In perhaps our most exciting opportunity yet, we spent a week working with the IPA’s project delivery defence team, undertaking site visits and shadowing senior responsible officers (SROs) and programme directors (PDs) for some of the Ministry of Defence’s biggest and most complex projects and programmes.
We begin with a trip to the General Dynamics site at Merthyr Tydfil - a specialised engineering hub for the British Army’s AJAX Armoured Fighting Vehicles (AFV). AFVs are military vehicles, protected by armour and armed with weapons. AJAX is a next generation Armoured Fighting Vehicle, fit for the modern battlefield. They are fully-digital and fully-integrated vehicles which will provide the British Army with a step-change in transformational capability.
The day began with a presentation on the AJAX family of vehicles. We learnt that there are six variants of the vehicle, and only one is named AJAX, the other five are named after other figures from Greek Mythology. Each of these variants have different specifications depending on the defence requirement. Prime Contractor, General Dynamics will be delivering 589 vehicles to the British Army. The vehicles have a lifespan of at least 35 years, meaning they have the best-in-class protection and survivability, reliability and mobility, and all-weather intelligence, surveillance, target acquisition and recognition (ISTAR). They can operate in combined-arms and multi-national situations, across a wide-range of future operating environments.
We then walked the production line, where we heard how the complexities of each variant meant that what was originally one production line was now three ‘value streams’. This has allowed similar variants to be built more efficiently. We saw the schedules for each vehicle on site and learnt about the wide range of requirements that each design had to meet. We finished our day with a visit to the vehicle test track, where the AJAX vehicles are tried and tested before being released to the British Army.
We then had the opportunity to visit the Navy HQ on Whale Island, Portsmouth. Here, we shadowed an IPA advisor meeting with the SROs and directors of GMPP naval projects and programmes. The projects discussed included the Naval Support Integrated Global Network, which is responsible for the re-provision of services contracted through the Future Maritime Support Programme. We also met the programme director for the Maritime Electronic Warfare Programme, who explained that the programme will deliver anti-ship missile capabilities and the necessary protection, through automated coordination of response to missile attacks. This was followed by an insight into Type 31 from its programme manager. This is a general purpose frigate programme that will be at the heart of the Royal Navy’s surface fleet, deterring aggression and maintaining the UK security and interests.
Shadowing defence meetings demonstrated the value IPA provides to the UK Government's biggest and most complex programmes, including setting them up for delivery success. The positive relationships developed between IPA and MoD colleagues has enabled them to manage their stakeholders effectively and create a safe space to provide much-needed constructive support and challenge to their projects and programmes, including assurance, contract management and governance.
In addition to this, the IPA advisor discussed professional development options with the programme directors. Development of project delivery professionals is essential to the delivery of major projects and a key priority for the IPA. Therefore, we have a vast learning offer, including the Projects Leadership Programme (PLP) and Major Projects Leadership Academy (MPLA), to support the growth of government project professionals.
As the week concluded, we were joined by Cabinet Office and HM Treasury colleagues in attending the British Army Expo. This immersive experience took place at the historic Wellington Barracks, nestled in the heart of Westminster. The expo showcased the work of the British Army today, as well as its long term vision to ensure the United Kingdom continues to be protected from threats and adversaries.
We first attended a networking session with senior serving army officers, leaders and stakeholders from across government and industry. We were welcomed with a recorded message from General Sir Patrick Sanders, Chief of the General Staff, before enjoying a presentation from Forces TV.
This was followed by three immersive displays. The first of these showcased the work of the British Army at home, from those at the coal face currently serving in the army. We heard of lived experiences, including the incredible work done to support the NHS during the COVID-19 pandemic, the civil servants underpinning the work of the Ministry of Defence, and the training provided by the Harrogate Army Foundation College.
In the second demonstration, we were led to the scene of a ruined street, strewn with debris and blanketed in smoke. In the centre stood a Challenger 2 Main Battle Tank. The tank crew spoke of the material support and training that the UK has provided to the Ukrainian war effort. They highlighted the British decision to send 14 Challengers, which then prompted other allies to provide their tanks in support of Ukraine. We then entered a marquee, and were given a demonstration of a simulated precision strike - showing Britain leading the way in modern warfare.
The third demonstration provided a top level view of the relationship between the British Army and industry; creating jobs and stimulating economic growth around the United Kingdom. This included an overview of the strategy on future investment, and organisational changes needed to be ready for challenges of the next few decades. The day concluded with a showcase of the latest equipment that the Army has at its disposal. Some of these, including the new AJAX Armoured Fighting Vehicles, were the result of GMPP projects and programmes, emphasising the importance of the IPA’s work in protecting the nation.
Thanks to the IPA’s defence team and colleagues, we have had a fantastic deep-dive into defence. We have been privileged to learn about, first-hand, the unique circumstances and key challenges of major project delivery across the Royal Navy and British Army, and learnt from senior leaders and IPA advisors about the key skills - at an individual, team and project or programme level - for project delivery success. This has been an incredibly rewarding experience so early on in our careers, and we look forward to taking these learnings forward into other major projects and programmes across government.
Applications for the Civil Service Fast Stream open in Autumn 2023. Through the Fast Stream you will be encouraged, enabled and empowered to shape your way in postings where you'll have real responsibility from day one and tackle issues that matter to people across the UK. You can browse the available opportunities here - https://www.faststream.gov.uk/how-to-apply/index.html
To learn more about the GMPP, you can read the IPA’s recently published Annual Report 2022-23. Link here - https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/1175756/IPA-Annual-report-2022-2023.pdf.pdf
HMP Millsike is a new-build Category C prison currently being constructed in York and is due to be completed early 2025. When completed, the prison will hold over 1500 prisoner places, covering almost 50 acres of land.
The Transforming Infrastructure Performance: Roadmap to 2030 (TIP) principles run through the heart of its construction and delivery. TIP is the IPA’s flagship programme to lead system change in the built environment and sets out a vision for innovation and reform in infrastructure delivery.
Named after the local river, ‘Millsike’ was chosen by a panel of representatives that included the Ministry Of Justice, who is delivering the project, and members of the local community. While the name is an ode to a local point of beauty promoting the natural environment, it also embeds the project into the communities that are surrounding it, by giving local people a stake in the built environment around them. The build is also being delivered in partnership with local stakeholders and communities, with over 40% of construction orders coming from within 50 miles of the site. This is a prime example of how the TIP theme of place-based regeneration is present throughout varying aspects of the programme.
Construction of HMP Millsike will see close to 50 former prisoners take part in the build of the prison, supporting them in rehabilitating and turning their backs on crime. This speaks to the United Nations (UN) Sustainable Development Goals (SDGs) of decent work and economic growth that promotes full and productive employment for all. SDGs are global agreements made at the UN level to improve health and education, reduce inequality, and spur economic growth, while tackling climate change. Aligning the UN’s SDGs with the built environment is a central part of continuing to implement TIP.
HMP Millsike will run solely on electricity, making it the first of its kind in the UK. The build will use solar panels, heat pump technology and more efficient lighting systems to run the prison, meaning that it will use approximately a quarter of the energy used to heat traditional Victorian prisons. Aside from the positive environmental impacts, the improved energy efficiency of the project will bring down taxpayer energy costs by over £1m per year.
Digital innovation has played a key part in the development of HMP Millsike. New digital twin technology has been used that has the potential to increase the accuracy of tracking and interacting with building components, while only costing one third of the traditional alternative. The use of a digital twin to aid in the construction of the prison, modernises and accelerates infrastructure performance - a key part of realising the ambition of TIP.
Modern Methods of Construction (MMC) is central to delivering TIP through a platform approach - using standardised elements of designs to increase productivity and efficiency. This can be seen throughout the new prison estate, and continues with HMP Millsike. The blueprint of the project is based on the designs for HMP Five Wells, a project successfully delivered in 2022, and also brings in parts of a houseblock design used in another improvement project across prisons in the UK. The perimeter fence around the prison has similarly seen an innovative construction method applied to it, carried over from HMP Fosse Way.
Alison Baptiste, Director of Public and Security Services (IPA) said:
“After the successes we saw in the application of TIP principles in HMP Five Wells and Fosse Way, it was great to visit York and see how innovation and excellence continue to be driven at HMP Millsike.
"The team continues to iterate to ensure better delivery, including the use of offsite construction in more structures on site and early installation of drainage and roads - all good signs of implementing Construction Playbook best practice. It’s fantastic to see lots of this being done as we work to make TIP business as usual by 2025.”
Jon Loveday, Director of Infrastructure, Enterprise and Growth (IPA) said:
“It was fantastic to spend some time at HMP Millsike and see lots of the positive work going on across the project, as well as areas where we can continuously improve.
"There is a clear and continued commitment to offsite manufacturing, which is fundamental to the application of TIP, and seeing the implementation of the Construction Playbook was encouraging, with the project’s alliance contracting promoting good sharing of knowledge and improving performance and outcomes.
"The balance of commitment to local labour and efficiency that HMP Millsike has demonstrated through national supply arrangements, as well as seeing how ex-offenders had the opportunity to play a crucial role in the building of the prison, showed the huge social value that the building of the project brings, which is another important element of TIP in action.”
Sitting at the heart of government, reporting to the Cabinet Office and HM Treasury, the IPA provides expert project delivery advice, support and assurance to ensure projects are delivered efficiently and effectively. Through TIP, the IPA is working to drive a step-change in infrastructure performance, increasing productivity, reducing costs and radically improving the sustainability of projects. For further information on TIP, please see our Roadmap to 2030 here.
]]>About the Project Futures Team
Our team’s collective mission is to be a catalyst for change, transforming project delivery for people and our planet. Net Zero Week is a reminder of the collective responsibility we all hold in achieving our commitments to tackle the climate and nature emergency. One way government and industry can play our part is through the implementation of Transforming Infrastructure Performance (TIP): Roadmap to 2030. To emphasise our pace for change, we have a vision for the core TIP principles to be business as usual (BAU) by 2025, meaning value-led and data-driven decision making is core to all project delivery.
Along with a collective drive to decrease waste, increase productivity and reduce costs, putting the UK on the path to net zero emission by 2050 is a major ambition of the TIP principles. We are determined to make the biggest difference in this drive for change. Read on to hear the perspectives of some members of our team.
Dr Jo Jolly - Deputy Director and Head of the Project Futures Team
Over the years, I have come to understand what a life well-lived will look like. For me, it is that I will have done my best to make the best difference I can for the planet through the work I do. My daily reminder of the definition of 'doing my best' comes from Sir David King and the engineers at the Centre for Climate Repair in Cambridge, who are working on technologies to refreeze the Arctic. Because no matter what we achieve with our net zero goals, the Arctic has gone beyond a tipping point, where more ice now melts in the summer than can refreeze in the winter. This is terrifying news for all life forms that depend on the earth systems as we know them today, and that of course, includes us. So the efforts of Sir David King and his team, is what I believe it looks like when people choose to do their best.
The link between project delivery and tackling the climate emergency is actually far greater than it initially might appear. The climate emergency is a systemic problem, so it requires a systemic solution, and I can't think of anything more systemic than project delivery. Imagine if we galvanise the global project delivery community, to make better and more sustainable choices every day when delivering projects (and I refer you to my earlier definition of 'doing our best'), to make the best differences possible for the economy, the environment and society as a whole. Then we are living by the core principles of TIP - and that's what we are driving at, with all our courage and compassion.
And setting out our north star, our Director of Strategy, Performance & Assurance, Helen Campbell, gave us this wonderfully refreshing and motivating leadership direction. She said:
“We've got enough plans and roadmaps - this is about action. This is about making a difference on the ground, at scale. TIP should be business as usual by 2025.”
I wholeheartedly agree, and we are doing our best to make this happen.
Dr Jennifer Charlson - Modern Methods of Construction Programme Manager
The Climate Change Act 2008 contains a legally binding target committing the UK to net zero greenhouse gas (GHG) emissions by 2050. Aimed at meeting its longer term climate targets, the UK has set a series of five-year legally binding carbon budgets. In line with the level advised by the Committee on Climate Change (CCC), the government has set the sixth carbon budget (2033-2037). This represents one of the many routes towards decarbonisation, and while the race to net zero is underway, there is plenty more to be done.
The CCC’s purpose is to advise the UK and devolved governments on emissions targets and to report to Parliament on progress made in reducing GHG emissions and preparing for and adapting to the impacts of climate change. Lord Deben, Chairman of the CCC, wrote to the Prime Minister about the 2023 Progress Report to Parliament on reducing emissions. As Lord Deben points out, ‘delay is not an option’.
The TIP theme of environment and sustainability contributes to achieving the UK’s legally binding commitment to net zero greenhouse gas emissions. By 2025, sustainability must be embedded in project delivery processes, where project success is rooted in delivery of benefits and outcomes for society and the environment. To find out more about TIP focus area 4 from the Roadmap to 2030, on retrofitting existing buildings to achieve net zero, you can watch our video here.
Lizzy Duncan - TIP Communications and Engagement Lead
When I was young I believed solving climate change was the responsibility of scientists. I assumed they would have a clever solution and everybody would simply follow their lead. Growing up I thought our world leaders would be our superheroes, and stop global warming in its tracks. As I got older, I hoped climate activists might change the hearts and minds of people, and finally incite action.
Now I know that it is not any one group’s responsibility - it is all of ours.
As the Communications and Engagement Lead for the Project Futures Team, I know it will take buy-in from every one of our stakeholders to achieve net zero. While we may not have one clever solution to solve it all, I have been given hope by the TIP programme and its objectives. In April 2023, I attended TIP Live where I listened to inspirational leaders across the sector who instilled messages of collaboration, innovation, and heroic determination. I strongly urge you to attend the next TIP Live event, scheduled for November 2023 at the ICE (Institution of Civil Engineers) in London, to hear how you can play your part in building a better future through transforming the way we deliver infrastructure projects for good.
There’s no better time than now to engage, act, and make change. We are all responsible for making these next few years count.
Rea Robey - Head of Major Infrastructure Intelligence
UK Net Zero Week is a perfect time for us all to re-focus on the challenges that face us, but also to recognise the opportunities that government and the wider construction industry must seize.
We know that construction of infrastructure has an impact on our environment. It is a major user of raw materials, produces large amounts of waste and has a carbon footprint bigger than most other sectors in the UK. Yet change can be slow, perhaps partly because starting on this journey feels complex and can require investment of time and money. But perhaps it's also because we don’t talk enough about the opportunities and wider benefits that change can bring. We need to keep making the case and convincing delivery partners inside and outside government that it’s in everyone’s interest to take action.
The Project Futures Team is addressing that head on through TIP, for instance through our work on:
Promotion: Actively encouraging use of modern methods of construction (MMC) across all public projects.
MMC such as offsite manufacturing can reduce waste by up to 90%, meaning up to 70% less on-site labour and projects can be sped up by up to 60% (as well as significantly reduce emissions).
Foresight: Publishing data on future planned investments in major infrastructure, and quantifying the projects that expect to use MMC.
Industry then has the foresight and confidence to invest in technologies and processes that are far more productive, efficient and sustainable for our environment. The National Infrastructure and Construction Pipeline 2021, showed that £79 billion worth of projects were set to use significant elements of MMC between 2022 and 2025 - that is set to increase, and sends a powerful message to the market.
Upskilling: Embedding and mainstreaming the use of project data analytics, to enable much more precision in tracking progress and performance in major projects.
TIP is helping project managers to develop the capabilities to understand how they are performing on resource use, carbon, social value and cost, which will ensure projects deliver better outcomes for people, the planet and the bottom line.
There’s more we can do in this space, and now is the time to do it - join us in implementing TIP and realise those opportunities.
Kay Tor - Sustainability Lead
“Let’s become an engineer and invent something. Something to remove the greenhouse gases warming the planet, or something to refreeze the shrinking polar ice caps that are exacerbating the warming.” This was my thought when I was 12 and with little knowledge. The existing damage to the planet’s ecosystem that all lives depend on was undeniable and that was enough for me to act, achievable or not, I would do my best to make a difference.
As an engineer, I quickly realised we can’t address the climate crisis with just innovative technologies alone, because this only tackles the symptoms and not the cause. We need to drastically change ‘the how’ and the basis from which we engineer and deliver. Project delivery is entwined in almost everything from buildings and infrastructure to cars and planes. By influencing and challenging the how and why projects are delivered, we can ensure that every single decision being made is ethical and centres on delivering better outcomes.
We can address the climate emergency through project delivery and the vast community of project professionals, by ensuring outcomes-led delivery for the benefit of society and the planet. And through TIP BAU 2025, we can step up the pace of change.
We are part of a system and there is a significance in every action and choice we make, and the basis from which we make them. We need to have consideration and compassion for those around us, as only through working together can we tackle the challenges ahead and drive the cultural and behavioural changes that are needed to TIP the scale in our favour.
Decades ago I wondered if I’d be too late, now that is a question I cannot fathom. The time to consider action has passed, now is our chance to make pace.
If you would like to get in touch with the Project Futures Team, or find out more on how to pioneer and embed the TIP principles in your work, please contact us at projectfutures@ipa.gov.uk.
Read the TIP policy document here.
]]>This year marks a decade since the establishment of the Project Delivery profession and function. Alongside this, it is my first anniversary as Head of Profession for Project Delivery across the government.
Here‘s my reflection on this year, in numbers.
I firmly believe we have the best leadership training programmes for Project Delivery in the world. Last week, it was a great pleasure to present graduation certificates to almost 100 colleagues at Cranfield University for successfully completing the Project Leadership Programme (PLP), and 30 colleagues at Oxford University for passing the Major Projects Leadership Academy (MPLA).
Since its launch ten years ago, over 2000 colleagues have progressed through PLP and over 1000 through the MPLA. These two recently refreshed programmes are designed to equip senior leaders, of whatever background, with the skills, tools and networks to deliver the most complex, risky and novel programmes across government.
This year we piloted, and will shortly launch, a programme aimed at our 8000 emerging project delivery leaders, as well: Managing Projects and Leading Workstreams.
In the last fortnight, I also met the new 76-strong cohort of the Project Delivery Fast Stream (graduate scheme), who will be joining us this autumn. It was fantastic to see the diversity in the room, as well as the newcomers’ awe and excitement at the range of projects and programmes they could be involved in across the government.
In March, we launched the first-ever Project Delivery Functional Strategy, setting out our 5 ambitions and 28 actions to take project delivery to the next level of maturity. This was developed with input from over 70 key stakeholders across the sector.
We have also created the Project Council, bringing together the 20 most senior project delivery professionals across the government. The councils aim is to focus activity to create better outcomes.
By rolling out the accreditation standard, we have consolidated our work in previous years to create a clear career planning and training framework for project delivery. The accreditation standard of Foundation, Practitioner, Senior Practitioner and Master Practitioner helps colleagues and job-holders to manage their careers more effectively, be clear on role expectations, and make recruitment and deployment easier and more transparent. We are pleased that over 400 people have already been accredited, setting us off well towards our ambition of having 2000 people accredited by the end of 2025.
Through the creation of the Government Project Delivery Hub, we have made it easier for public servants to deliver better, by developing a one-stop-shop for all our guides, toolkits and training materials. The Hub is a place where members of the project delivery community across the government can learn, inspire and connect.
For the first time via the Government Project Delivery Hub, we have brought all our relevant materials together, easily searchable and accessible. We have developed and published materials to move the profession forward and address gaps in our collective knowledge. These include the Government Project Delivery Framework, the Project Set Up toolkit, and a Portfolio Management Approach for Government.
From 352 fantastic nominations, we recently recognised the achievements of 22 shortlisted project teams and people, and celebrated the incredible 10 winners at the Government Project Delivery Awards.
It’s been one very fulfilling and busy year, working closely with a great team of 35 here in the IPA, and my 70 fellow Heads of Profession in departments – who have been with us every step of the way.
This year, we have been going from strength to strength, building on the work of my predecessors, all proud members of the Black Swan Club.
We have lots of exciting things planned for next year – but more on that later.
]]>What is a project delivery advisor?
I joined the IPA in April 2021, bringing a wealth of experience in project delivery from both New Zealand and the UK. My role as a Project Delivery Advisor allows me to support the British Army's largest and most complex major programmes. I work hand in glove with the Senior Responsible Owners (SROs) and their project teams to provide advice and support, focusing on driving better and more informed decision making, to improve the likelihood of project success.
What does a typical week look like?
A typical week as a Project Delivery Advisor in defence is anything but typical. The IPA is an organisation that embraces empowerment, collaboration and recognition of the unique skill set that each individual brings to the role. Therefore, I am blessed with significant self-governance, balancing my personal workload, support from colleagues and ensuring personal health and wellbeing. This is all while finding a way to best support Defence project delivery.
I began my week by attending the British Army Expo hosted on Salisbury Plain Training Area (Copehill Down). I received first-hand insight into the modern British Army and viewed some of the cutting-edge capabilities and upgrades planned for its equipment programmes. I was also fortunate enough to travel from London to Salisbury in style - on the renowned Chinook Helicopter. During the flight, I spoke with the RAF Aircrew and Army personnel to hear how the Government Major Projects Portfolio’s (GMPP) Chinook Capability Sustainment Programme, which seeks to deliver the British Army 14 new-build Chinook H-47 aircraft, will provide innovative technology that enables the RAF, Army and Ministry of Defence to meet its strategic outcomes.
Following the day out in Salisbury, I was back at the IPA London office on Tuesday to meet with my Treasury (HMT) and Cabinet Office (CO) colleagues in preparation for my fortnightly visit to Army Headquarters in Andover. I worked with HMT and CO to understand key concerns across the portfolio and to share project updates in relation to IPA assurance activities. The day concluded with a session with my mentor where I talked through progress against my career objectives and my plan of action to achieve these.
On Wednesday, I took the Great Western Railway from London down to Army Headquarters in Andover. With a number of face-to-face meetings in the diary, I worked alongside a number of project teams to drill down on specific programme challenges, risks and issues. Ensuring the IPA provides the right support, at the right time, to drive performance improvements is critical to the work we do. The support I provide programmes may include the provision of embedded IPA expertise to resolve gritty programme issues or IPA associate support to provide expertise on governance, organisational design or even the recruitment of project delivery professionals to support key activities.
The final two days of my work week were spent organising IPA assurance reviews for two critical programmes and the completion of my pre-reading for a forthcoming project management training as part of IPA’s plethora of learning and development opportunities. The IPA assurance reviews are an essential element of successful project delivery. The aim of these reviews is to provide insights to the SRO, CO and HMT on the delivery confidence and readiness of a programme as it progresses through a major decision point. Depending on the type of review and stage of the programme, the review might have a focus on governance, commercial, finance, or resources. This is agreed upon between myself and the SRO prior to the review.
What’s the best thing about working for the IPA?
I discovered early on that this was an organisation that nurtured individuality and encouraged project delivery advisors to make the role their own. It is an organisation that magnifies an individual’s strengths, and actively promotes a breadth of learning and development opportunities to excel capabilities to support major project delivery. In this role, I am truly at the heart of government's biggest and most complex projects and programmes, providing advice and support that is making a tangible and positive contribution to major project delivery in the UK.
More about IPA
The IPA is the government’s centre of expertise for infrastructure and major projects. The IPA primarily focuses on the GMPP which comprises the UK Government’s largest and most complex projects. With a tag-line of ‘nothing less than world-class delivery’, the organisation sits at the heart of the UK Government, reporting to the CO and HMT. The IPA is cross-functional, with a team of experts in project delivery, finance and commercial who work across departments and industry to help improve project delivery.
Does a role in project delivery appeal to you? The IPA Project Delivery Team leading challenge and support to DLUHC. team is recruiting a Project Delivery Advisor. Click here to find out more.
To learn more about the IPA, click here.
]]>The UK has some of the oldest and least energy efficient homes in Europe. A significant number of these social homes are below Energy Performance Certificate rating (EPC) C, meaning that upgrades need to be made across homes in the UK in order to reduce carbon emissions. That is why the Social Housing Decarbonisation Fund (SHDF) is a Government Major Projects Portfolio (GMPP) programme. The fund aims to improve the energy performance of social homes in England, by upgrading a significant proportion of the social housing stock with a rating of EPC C or below by 2030, while supporting the government’s wider ambition to achieve its Net Zero Commitment by 2050. It will support the installation of energy performance measures in social homes in England through meeting the following objectives: delivering warm and energy efficient homes, reducing carbon emissions, tackling fuel poverty, supporting green jobs, developing the retrofit sector and improving the comfort, health and well-being of tenants.
DESNZ have designed this programme with a ‘waved’ approach - with each tranche designed to build based on previous programme waves. In taking this approach, the investment will see social housing landlords safely improve the energy performance of their properties through the installation of energy efficiency measures and low carbon technologies. This will have a positive impact on tenants’ lives, with benefits including the reduction of bills and improvement in their home’s warmth. It will also ensure that DESNZ helps to build capability in the supply chain and social housing sector, by developing knowledge and capacity to deliver social housing retrofit in the future.
Additionally, the SHDF scheme has a ‘fabric first’ approach (maximising the performance of the components and materials that make up the building fabric) that prioritises the energy efficiency of a property from conception at the start of the design, and through the development process, to maximise a home’s suitability for low-carbon heating, either now or in the future.
On site
Last month, I joined colleagues from the Department for Energy and Net Zero (DESNZ) on a site visit to Coventry where the city council has been working closely with the Citizen Housing Group to deliver SHDF Wave 1.
Coventry is the 10th largest city in England and some areas of the city have high fuel poverty rates. The city received a grant from SHDF Wave 1, so that a significant number of homes could be treated with an insulated loft hatch, double glazing, loft insulation and external wall insulation.
Our visit began with a meeting in the Friargate council offices, where we were joined by Coventry directors, councillors and surveyors. They discussed their experience of delivering the SHDF Wave 1 programme, including sharing some of their lessons learnt. This included the importance of taking the resident on the journey. SHDF projects are different to traditional asset projects in that the works are often invasive and complex. The teams spoke about the importance of involving residents in the work from the beginning and being part of the decision making process. This means that they are constantly engaged and listened to at all times - transparency is key.
We then drove to two sites where building works were taking place or had already been completed, to see the design and quality of the completed works. The image below demonstrates how the exterior wall insulation appears just like brickwork. Each house received a “like for like” treatment - meaning if it was previously built with brick and pebble dash this would be the effect that would be used.
During the visit we spoke to residents living in the properties that had been upgraded. They commented that as a result of the work done to their homes by the SHDF, they had only used their heating a handful of times during the winter and their home looked and felt brand new.
Development and upskilling
We later visited the Skills Academy that the principal contractor, Westdale Midland Ltd is setting up. The academy will focus on building a new workforce and upskilling the current one by working with local colleges to deliver training and offer apprenticeships in retrofit and gas/electrical engineers. At the Skills Academy, we put our skills to the test and attempted to create the brick effect render used on the houses that we visited earlier that morning - as experts in project delivery rather than construction, we definitely needed longer at the Skills Academy to pass any of the assessments.
Skills and supply chain development has been one of the key successes in the delivery of the programme. SHDF funding has provided confidence in the Coventry market for the PAS2035 (British standard that creates a recognisable quality standard for the retrofit and energy efficiency sector for housing) skill set, and Westdale’s investment in continuing to build this skills supply chain is evidence of the importance of longer term investment in retrofit. The more confident the market is in this concept, the more the supply chain will respond - we can see the impact of this in Coventry as the Skills Academy seeks to boost the market locally.
Fit for the future
Wave 2 has recently launched with further funding available, enabling local authorities to have a wider reach and support for the retrofit of more properties in their area. It was great to hear how Coventry has learnt from their experiences of the Demonstrator (pilot programme) and Wave 1 and will be applying these learnings in the future.
Colleagues from DESNZ are deeply committed to successful delivery of the programme and seeing their work in action on this site visit has been a fabulous experience as they enable and empower teams to deliver. It’s been a real joy working with the SHDF delivery team and observing their delivery of this major programme throughout the project delivery lifecycle and learning more about the impact on so many lives across England.
Sitting at the heart of government, reporting to the Cabinet Office and HM Treasury, the IPA provides expert project delivery advice, support and assurance to ensure projects are delivered efficiently and effectively. As part of the GMPP, the IPA provides an active support offer to the SHDF by utilising support interventions to maximise benefits across the delivery cycle and will continue to support DESNZ with the implementation of this initiative. For further information on the IPA please see our website here.
]]>It was brilliant to see so many people in attendance, with key leaders from across the construction industry coming together with the shared objective of driving transformation. The following blog shares our reflections and the key insights gathered from three TIP Live speakers.
It’s time to make a change
TIP Live kicked off with opening remarks from Nick Smallwood, Chief Executive Officer at the IPA. Nick emphasised the importance of the TIP programme and implementing its principles, saying that “this is a call to arms - it is so important”. TIP is the IPA’s flagship change programme in the way we deliver infrastructure. Whether that is considering net zero in all infrastructure build, using modern methods of construction or embracing digital.
Nick announced that the IPA’s ambition is to fast-track TIP into mainstream project delivery, sharing that we are proudly and necessarily accelerating its implementation, with the plan “to get to a point in 2025 where everything we do has TIP embedded into it as business as usual (BAU)”.
Dr Jo Jolly, IPA Deputy Director for Project Futures, conducted a session on Environmental Transformation that focused on how to embed outcomes for people and the planet in our wider decision-making.
Jo highlighted the need “to connect, operate and collaborate differently” in order to achieve the best outcomes for the environment and meet our ambition of TIP BAU 2025. She stated that “the climate emergency is a systemic problem, and it requires a systemic solution”, expressing the power project delivery professionals hold in making a profound difference.
Drawing her session to a close, she inspired the audience to choose to make a difference, as embedding environmental transformation centrally in infrastructure plans is the key to leveraging better outcomes. Jo added that “we can make a massive, massive difference - I know we can”.
Delivering better outcomes for future generations
The conference was full of collaborative, innovative and progressive thoughts. Many experts shared their insights - among them was Sirish Parekh, Head of Benchmarking and Data at the IPA. Sirish took part in a fireside chat on improving productivity. He started by introducing the IPA’s new Benchmarking Hub for government departments and public bodies, saying that it will be ‘open and organic, eventually getting to a place of greater granularity so we can drive project outcomes’.
The Benchmarking Hub is a cloud based platform that facilitates data sharing across government, it aims to achieve better project outcomes with a primary focus on project data, that can be used to develop effective benchmarks. Sirish highlighted the value of the TIP principles and the central role they play in the art of benchmarking, explaining that “with the TIP principles, you can understand the ‘why?’ around costs and estimating”. To hear more about the power of benchmarking, read an interview with Sirish here.
Sirish’s powerful words concluded the TIP Live event by encouraging attendees to be collaborative, positive, and forward thinking to achieve better infrastructure outcomes for society. He affirmed, “we’re playing an infinite game - it’s about all of us - and if we kick the ball just a little bit further, we may not score, but we’ll be in a better place”.
Messages of overwhelming ambition and motivation ran throughout the day. One message, which resonated with many and resurfaced in following talks, were the wise words of Hiro Aso, Transit Hubs Sector Lead, Jacobs. He captured the sentiment of the day perfectly by calling on pioneering engineers who are celebrated for their profound impact on our built environment. He said, “Brunel and Telford were remembered for iconic structures, but the next generation is going to remember us for how we gave back to nature”.
Opportunities such as TIP Live are the perfect setting to drive the pioneering step change that our construction industry needs. As we move forwards, we must integrate the lessons shared at TIP Live into our jobs, projects and programmes, where we can motivate real world impact and make future generations proud.
The IPA is already in discussion about the next TIP Live in Autumn 2023. We look forward to seeing many of you there, and hope that you enjoyed the event as much as we did.
If you would like to get in touch in the meantime, you can contact the IPA Project Futures Team at projectfutures@ipa.gov.uk.
Read more about the IPA here.
Read the Transforming Infrastructure Performance: Roadmap to 2030 here.
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