Kalra, T; (2020) A Systems Approach to Infrastructure Delivery. Institute of Civil Engineers

Preview

Text ICE_Systems_Report_final.pdf - Published Version Download (8MB) | Preview

Abstract

A review of how systems thinking can be used to improve the delivery of complex infrastructure projects. New or expanded infrastructure services such as mobility and clean energy are delivered via complex projects that bring together physical assets, technology and digital information in the form of a Building Information Model (BIM) or a digital twin. The majority of these assets will need to be integrated into existing networks and services. Asset owners are also seeking a growing range of outcomes from infrastructure including urban regeneration, decarbonisation and wider access to jobs and opportunities. This means that even relatively small construction or refurbishment projects are best seen as interventions into existing complex systems with physical, economic and social characteristics. The rapid evolution of technology adds to the challenge. In areas such as communications or power distribution and storage, the rate of change is far outstripping developments in structural design or construction methods. In parallel, the possibilities opened up by digital twins to improve delivery and operation of infrastructure are also expanding rapidly. This all points to a future in which physical assets form a platform or ‘box’ for the data and technology that will provide the infrastructure services on which millions of people depend. This technology will go through many cycles of development during the lifetime of the physical structures that surround it. The dominant leadership and delivery model for infrastructure projects has not evolved to reflect these profound changes. Delivery remains in the hands of traditionally trained engineers working within organisations using long-established construction industry methods. The consequence of this conservatism is an increasing number of signature projects that are delivered behind schedule, beyond the cost estimate and that fail to meet the public’s expectations. The main output from this review is therefore a new model, a Systems Approach to Infrastructure Delivery (SAID). SAID complements Project 13, also supported by ICE, but has a different focus. Project 13 supports the creation of enterprises, which are long-term commercial arrangements between infrastructure owners and their supply chain. SAID is a model for applying systems thinking to project delivery that has been welcomed enthusiastically by Project 13’s leaders. SAID can be used either in conjunction with or separate from Project 13. SAID is driven by the needs of users. It places the onus on the owners and operators of infrastructure to translate those needs into clear outcomes around which assets and networks can be designed, delivered and operated as whole systems. Systems thinking, systems engineering and systems integration are at the heart of SAID. The review has found that these practices have been extremely effective in other project-based industries such as oil and gas and aerospace. Adopting what works from these sectors can help the infrastructure sector to make rapid progress in the short term. In the medium term, it needs to look at how the technology and software industries have taken advantage of an intense continuous development mindset to help systems adapt to rapidly changing user needs, and the opportunities created by technological change. The SAID model also stresses the importance of committing resource to the front end of projects to minimise delivery risks. In other sectors, this comes under different names including ‘front- end loading’ and ‘left-shift thinking’. Whatever the term, the hard evidence is clear: projects that commit to being shovel worthy before moving into delivery are much more likely to be successful in terms of budget, delivery date and user satisfaction. This front-end work does not eliminate all risk. It does, however, identify the sources of risk and allow leaders to design a project model that manages them more effectively. Data oils projects in the SAID model. High-quality, timely data is sometimes described as the golden thread that should run through projects. In the SAID model, this becomes a golden loop as information generated by the project is integrated back into operating systems and forms the basis for future upgrades to services. Lastly, the model is led by an open, agile leadership style. Evidence submitted to the review made it clear that the heroic leadership style traditionally associated with big infrastructure projects is simply not suitable for complex projects. Borrowing from ideas fostered in the military, SAID requires leaders to be able to define intent, manage the interface with external stakeholders and then step back and let empowered, highly competent teams manage the day-to-day risks to the system. SAID also stresses the importance of diversity within projects and the need for different voices to have prominence at each stage of the lifecycle. The review is now planning a second stage. Industry must lead the charge for change that will work alongside complementary initiatives such as Project 13 and the National Digital Twin Programme to develop and trial aspects of the SAID model with live and recently completed infrastructure projects.

Download activity - last month

Export as XMLCSVJSON

Download activity - last 12 months

Export as JSONCSVXML

Downloads by country - last 12 months

Export as CSVXMLJSON

Archive Staff Only

View Item