Topic: Sponsorship

By Jonathan Norman
February 25th 2014

Project Initiation – making the right start Short Report

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.

By Jonathan Norman
February 23rd 2012

Thames Tunnel – From Lessons to Planning Full Report

London’s sewage treatment works and sewers are overloaded. This results in 39 million tonnes of raw sewage typically being discharged annually into the River Thames and puts the UK Government in breach of European legislation. The solution is the London Tideway Improvements which comprise three elements. Work has commenced on the first two namely improvements to various existing treatments works together with the construction of the 7km £635m Lee Tunnel which commenced in September 2010. The third and largest element of the solution is rapidly drawing close to gaining its “go ahead”. If successful this will result in the construction of a 22km £3.6bn tunnel 7.2m internal diameter mostly following the route of the River Thames through London from Hammersmith to Limehouse and then to Abbey Mills at Stratford.

The 2nd phase of a public consultation process for the Thames Tunnel will commence in early November 2011 and will result in a Development Consent Order application in late 2012. Gaining permission for a scheme of this magnitude in London’s urban environment will be an immense test of the efficiency and fairness of UK’s evolving planning processes involving the transition from the Infrastructure Planning Commission to the new Major Infrastructure Planning Unit.

The seminar will hear of the history of the planning and creation by Sir Joseph Balzagette of the existing Victorian sewerage infrastructure and the funding challenges that London and Parliament faced at the time of the Great Stink of 1858. The urgency to improve on this infrastructure to achieve our current environmental standards will be explained and the role of the Government in enabling the delivery of the Thames Tunnel Project.

Thames Water, UK’s largest water company, will explain the optimisation of the project and the management of the risks of delivering a major project in a regulated industry.”

By Jonathan Norman
March 4th 1998

The Great Man – Made River Project in Libya Full Report

In the 1960s great reserves of water were discovered in the Sahara as a result of the exploration for oil. A $20 billion pipeline was conceived to bring the water to Tripoli.

By Jonathan Norman
April 19th 1990

The Occasional Major Project Owner/Sponsor Full Report

Shareholders, sponsors and other senior stakeholders and how to tackle them.