Project performance - some thoughts and reflections

Project Performance Project Performance

Project Performance – Some Project Performance – Some Thoughts & ReflectionsThoughts & Reflections

Mike BrowneMike Browne

BSc (Hons), MSc, ADip MC, FAPM, FCIOB, BSc (Hons), MSc, ADip MC, FAPM, FCIOB, HonFAPMHonFAPM

Project PerformanceProject Performance

What do all these Projects have in commonWhat do all these Projects have in common

??????????


• The Scottish Parliament BuildingThe Scottish Parliament Building

• The Wembley Stadium The Wembley Stadium

• The Millennium DomeThe Millennium Dome

• The Channel TunnelThe Channel Tunnel

• The Jubilee LineThe Jubilee Line

• The Sydney Opera HouseThe Sydney Opera House

ConstructionConstruction

Benefit Claimants Swipe Card System (£1 B)Benefit Claimants Swipe Card System (£1 B)

Libra Magistrates Courts SystemLibra Magistrates Courts System

Child Support Agency System Child Support Agency System

Canada's Gun Registry SystemCanada's Gun Registry System

Information TechnologyInformation Technology

UK Polaris : Chevaline MissileUK Polaris : Chevaline Missile

Nimrod AircraftNimrod Aircraft

The Eurofighter ProgrammeThe Eurofighter Programme

Type 45 DestroyerType 45 Destroyer

Seasprite Helicopter programme (Australian Navy)Seasprite Helicopter programme (Australian Navy)

The NASA – Space Station (USA) The NASA – Space Station (USA)

DefenceDefence

Organisational ChangeOrganisational Change

The NHS Computer System The NHS Computer System

E-Government - transformationE-Government - transformation

Scottish Enterprise Agency - ReformScottish Enterprise Agency - Reform

The National Identity Scheme The National Identity Scheme

http://www.scottish-enterprise.com/sedotcom_home.htm


What do all these Projects What do all these Projects

Construction & Non - ConstructionConstruction & Non - Construction

have in common?have in common?


They are perceived by many asThey are perceived by many as

FAILURES FAILURES !!!!!!! !!!!!!!

Of course Of course PROJECT FAILUREPROJECT FAILURE is in the eye is in the eye of the stakeholder ! of the stakeholder !

And it may change over time !!!And it may change over time !!!


What of Future NI Projects ?What of Future NI Projects ?

Desertcreat CollegeDesertcreat CollegeLisanelly Shared Education CampusLisanelly Shared Education Campus

DOJ Change ProgrammeDOJ Change ProgrammeWaste Management ProgrammeWaste Management Programme

Flood Risk ManagementFlood Risk ManagementEnergy related projectsEnergy related projects


The Future – NI PLC :The Future – NI PLC :

One of the largest Public Sector reform One of the largest Public Sector reform Programmes in Western EuropeProgrammes in Western Europe

N.I. Civil Service Reform

Review of Public Administration

Wider Public Sector Reform

Welfare Reform

Construction & Infrastructure Investment Construction & Infrastructure Investment Programme ( approx £ 1.3 Billion p.a.)Programme ( approx £ 1.3 Billion p.a.)

• Transport : Road & RailTransport : Road & Rail• Health & Social ServicesHealth & Social Services• Schools / Further EducationSchools / Further Education• Water & WasteWater & Waste• Urban RegenerationUrban Regeneration• Social HousingSocial Housing

The Future – NI PLC :The Future – NI PLC :

Of course not Of course not ALLALL projects are doomed to projects are doomed to failure but why is it that it seems to happen to failure but why is it that it seems to happen to our most prestigious and important ones ? our most prestigious and important ones ?

The causes of The causes of PROJECT FAILUREPROJECT FAILURE are many are many and varied. and varied.


Northern Ireland currently has Northern Ireland currently has significant programme and project significant programme and project challenges.challenges.

It is our collective interest to avoid It is our collective interest to avoid

failure by promoting success and failure by promoting success and delivering excellent performance.delivering excellent performance.

Consider ………….Consider ………….


History also shows us that it is History also shows us that it is easiereasier for for projects to projects to failfail than to be successful ! than to be successful !

WhyWhy ? – ? – Mostly because they have Mostly because they have

Complex Interdependencies !Complex Interdependencies !

. .


Whilst the causes of project failure are Whilst the causes of project failure are complex what is clear is that without the complex what is clear is that without the CLIENT CLIENT acting / behaving properly and acting / behaving properly and knowing how they can knowing how they can CONTRIBUTECONTRIBUTE to project to project performance then success is unlikely.performance then success is unlikely.


Some Thoughts & Reflections on Some Thoughts & Reflections on

Client Contribution to success! Client Contribution to success!

Let us consider someLet us consider some

Client IllusionsClient Illusions !!! !!!


Assumed by the client or proffered by Assumed by the client or proffered by internal / external advisors and / or the internal / external advisors and / or the supply chain. supply chain.

Observations made from investigating many Observations made from investigating many international projects international projects

In no specific order !In no specific order !

Construction Client IllusionsConstruction Client Illusions

The Client OrganisationThe Client Organisation

Senior management value and fully appreciate the Senior management value and fully appreciate the benefits of effective and efficient project delivery benefits of effective and efficient project delivery and give due leadership and direction.and give due leadership and direction.

The delivery of a major construction capital project The delivery of a major construction capital project will mean little disruption to business as usual for will mean little disruption to business as usual for the client.the client.


The client structure does not have to be altered to The client structure does not have to be altered to accommodate project delivery.accommodate project delivery.

We have an organisation culture that promotes We have an organisation culture that promotes and delivers successful projects.and delivers successful projects.

A centrally mandated and compliance culture is A centrally mandated and compliance culture is sufficient to promote project success.sufficient to promote project success.


Their ancillary and support departments, systems Their ancillary and support departments, systems and procedures are aligned with project delivery.and procedures are aligned with project delivery.

Their people (employees) can fit this into their Their people (employees) can fit this into their normal work pattern.normal work pattern.

Their people are competent to lead and manage Their people are competent to lead and manage ALLALL project types. project types.

Their people are adequately educated and trained Their people are adequately educated and trained for the job in hand.for the job in hand.


Their people with high levels of project Their people with high levels of project management competencies will always be available management competencies will always be available for future projects within the ‘department’.for future projects within the ‘department’.

Major, significant or high-risk projects will get the Major, significant or high-risk projects will get the attention they deserve. attention they deserve.

Effective project professionals (leaders and Effective project professionals (leaders and managers) are sufficiently recognised.managers) are sufficiently recognised.

Project delivery is the prime focus of the client and Project delivery is the prime focus of the client and its employees. its employees.


All initiatives are appraised thoroughly and All initiatives are appraised thoroughly and properly scrutinised before they appear as properly scrutinised before they appear as projects.projects.

All projects are properly launched and initiated. All projects are properly launched and initiated.

We do not need external project professionals We do not need external project professionals (experts) to lead and manage a significant mission (experts) to lead and manage a significant mission critical project.critical project.


The Construction ProjectThe Construction Project

Clients know what they want before the project Clients know what they want before the project starts.starts.

Clients know when the project is a success.Clients know when the project is a success.

We can easily hit the entire project KPI s !We can easily hit the entire project KPI s !

They will get unbiased advice.They will get unbiased advice.

Only viable projects get initiated and launched.Only viable projects get initiated and launched.


The ‘full’ project business case (FBC) is factual.The ‘full’ project business case (FBC) is factual.

‘‘Optimism bias’ doesn’t exist in my appraisals.Optimism bias’ doesn’t exist in my appraisals.

Pushing the risk down the supply chain will not Pushing the risk down the supply chain will not cost us!cost us!

Projects do not go ‘off track’ after this stage.Projects do not go ‘off track’ after this stage.


Adhering to the procurement legislation alone will Adhering to the procurement legislation alone will deliver high levels of project performance.deliver high levels of project performance.

Adhering to the procurement legislation will Adhering to the procurement legislation will naturally get us the best project team.naturally get us the best project team.

Project professionals and advisors do not have Project professionals and advisors do not have preferred procurement routes. preferred procurement routes.

A ‘One Size’ fits all procurement route always A ‘One Size’ fits all procurement route always works well. works well.


The Project TeamThe Project Team

Within the supply chain the project manager that Within the supply chain the project manager that has other duties e.g. design, cost surveying, has other duties e.g. design, cost surveying, construction etc will construction etc will alwaysalways act for and on behalf act for and on behalf of the client’s best interests.of the client’s best interests.

Most projects do not require a single point of Most projects do not require a single point of management – the project manager!management – the project manager!

The project manager is in control.The project manager is in control.


Design & Build procurement eradicates the rift Design & Build procurement eradicates the rift between so called ‘professionalism’ (consultants) between so called ‘professionalism’ (consultants) and ‘commercialism’ (contractors). and ‘commercialism’ (contractors).

The design can be frozen early in the project The design can be frozen early in the project cycle.cycle.

The execution / construction part is easy. The execution / construction part is easy.

The form of contract will protect the client even if The form of contract will protect the client even if they do they do NOTNOT do what they are supposed to do. do what they are supposed to do.


The supply chain multidimensional objectives are The supply chain multidimensional objectives are the same as ours.the same as ours.

The supply chain will always air their mistakes to The supply chain will always air their mistakes to the client and not ask the client to absorb the the client and not ask the client to absorb the consequences. consequences.

We have achieved a positive culture of partnering We have achieved a positive culture of partnering and collaborative working.and collaborative working.


IIf we drive down the profit for the supply chain f we drive down the profit for the supply chain beyond a critical limit we can still get project beyond a critical limit we can still get project harmony and collaborative working.harmony and collaborative working.

If a significant supply chain partner goes out of If a significant supply chain partner goes out of business it will not disrupt project progress or business it will not disrupt project progress or increase costs.increase costs.


Project progress reports and reviews always tell Project progress reports and reviews always tell the truth.the truth.

The production of progress reports is sufficient to The production of progress reports is sufficient to correct any problems.correct any problems.

The existence of good governance, approvals and The existence of good governance, approvals and assurance systems is sufficient to correct any assurance systems is sufficient to correct any problems. problems.


There will be no reluctance to escalate intractable There will be no reluctance to escalate intractable problems to a higher authority.problems to a higher authority.

Non – viable projects will be terminated in good Non – viable projects will be terminated in good time!time!

We always capture key lessons learnt and always We always capture key lessons learnt and always use them again for future projects. use them again for future projects.


And so it goes on ……and on …And so it goes on ……and on …

BUT …. what can be done about it ?????? BUT …. what can be done about it ??????


Syndicated SessionsSyndicated Sessions

Focus: Improving NIPLC via the Public Sector

Client through seizing opportunities and implementing best practice.

(Mixed sector tables with appointed facilitator)

Construction Client Best PracticeConstruction Client Best Practice



Part One HowHow should the Public Sector Client overcome overcome the constraints / barriers / illusions identified earlier?

The Construction IndustryIndustryThe ClientClient Organisation

Project DeliveryDelivery The Project TeamProject Team / Organisation

Key Action Points



Part Two

How can Industry Industry help the ClientClient with this journey?

Key Action Points

The Project

Organisation

TheProject

The Environment

SocietyGovernmentThe Construction Industry

THE PROJECT LANDSCAPE

Client

ProjectManagement

Documents

Project performance - some thoughts and reflections