Project Initiation - making the right start

In December 2011, the National Audit Office offered a “Guide – Initiating Successful Projects”. Its direction focussed on ‘Purpose – having clarity on the overall priorities and desired outcomes; Affordability – understanding what delivery will cost and not being over-optimistic; Pre-commitment – having robust internal assessment and challenge to establish if the project is feasible; Project set-up – the detailed specification, procurement, contract and incentive design; and Delivery and variation management – maintaining delivery pressure throughout the life of the contract and flexibility to recover the integrity of the project in light of unanticipated events or significant variations from the original plan’. In March 2013, Lord Browne in his report to government – “Getting a Grip – How to Improve Major Projects Execution and Control in Government” said that ‘there is still insufficient attention given prior to the initiation of projects to identifying options and risks; consistent failure to put in place project leaders with the right skills, experience and incentives; and inadequate scrutiny of the most complex and expensive projects at the centre of government.’ He concluded that there are ‘six areas in which the role of government should be enhanced to reduce risk and hence improve the execution and control of government major projects: ‘(1) control of project initiation; (2) on-going project assurance and intervention; (3) post project audit; (4) appointment of major project leaders and certain critical project management posts; (5) design of pay and incentives to create high performance; (6) wider development of skills and capability across government.’ Over a number of years and specifically the last 12 months, this Association has reinforced and embraced through discussion and meetings the key messages from these reports. Events on Project Controls, Leadership, Collaboration and Organisational Programme Management are very relevant and worthy of referencing. So if we know what the issues are and we know what needs to be done, bearing in mind that a tremendous effort is being made already, how do we ensure that we are ‘ making the right start? It is absolutely true to say that both Public and Private sectors have proactive roles to play, project gestation covers many facets and the role of clienting shouldn’t be underestimated. We will hear from both national and international organisations who are at the forefront of critically analysing initiation in both sectors. An update from the Major Projects Authority about how they are continuing to implement their plans working alongside Infrastructure UK and government departments will be valuable. Private and public sector initiatives shared by all will provide excellent synergies and cross platform working. Lessons applied and shared, not just those learnt will complete the key messages for members.