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The role of Collaborative Relationships in complex Projects
- 1. Version 1_2019_ICW Suite 2, 21 Bloomsbury Square, Bloomsbury, London WC1A 2NS | Email: enquiries@icw.uk.com | Tel: 0203 051 1077 © copyright ICW – Revision 5 - 2020 ISO 44001 the Next Evolution of Collaborative Working Collabora i e orking o crea e s s ainable al e in b siness rela ionships The role of collaboration in complex projects David E Hawkins Knowledge Architect & Chief Operating Officer Chair ISO committee TC286 Collaborative Business Relationship Management
- 2. About ICW Building business relationships 3
- 3. Version 1_2019_ICW Suite 2, 21 Bloomsbury Square, Bloomsbury, London WC1A 2NS | Email: enquiries@icw.uk.com | Tel: 0203 051 1077 © copyright ICW – Revision 5 - 2020 © copyright ICW – Revision 5 - 2020 Myths, Monsters and Magic MYTHS Collaboration is Soft & Fluffy Just being nice to each other Collaboration limits recognition Collaboration hampers progress Inhibits Constructive conflict Clients only value those facing them Only self interest powers people MONSTERS People cannot be trusted Systems prevent Collaboration Efficiency is solely a factor of time Collaboration dilutes focus Parochial interpretation of rules Protectionism over performance The way its always been MAGIC Management sets the agenda Relationships drive performance People do not aim to fail Joint objectives drive outcomes Logic should override perception Shared knowledge is joint power Success benefits all parties
- 4. Building business relationships 5 List the terms from most to least frequently used?
- 5. Building business relationships 6 Collaboration Wi ho con e i j an a i a ion Collaborative Wi ho e ing e ec a ion i i hf l hinking Collaborative working Wi ho le of engagemen i chao Collaborative behaviour Wi ho defini ion o ide no mea e of eali How many of these terms have you heard?
- 6. Building business relationships 7 In my organisation / experience Relationships are viewed as key to project and programme success?
- 7. Relationship Journey Building business relationships 8 ValueCreation Mutual Trust Confrontational Compliant Co-operative Collaborative Working Co-creating Collaboration © copyright Midas Projects Ltd December 2016 rev4
- 9. Building business relationships 10 Complex programmes & stakeholders
- 10. Building business relationships 11 Public Private Partnerships
- 11. © copyright Midas Projects Ltd October 2010 Collaborative • Clarity of purpose • Joint objectives • Complimentary skills • Optimised resources • Joint management • Integrated processes • Mutual benefit 12 • Lack of clarity • Conflicting objectives • Differing agendas • Internal stress • Wasted effort • Failed outcomes Adversarial Collaborative Intent
- 12. © copyright Midas Projects Ltd October 2010 13 What then
- 13. Building business relationships 14 What are the benefits of collaborative working?
- 14. Source: Warwick Business School Building business relationships © copyright Midas Projects Ltd December 2016 rev4 Benefits of Collaboration Executives views 2016 Benefits Realisation
- 15. © copyright Midas Projects Ltd Rev 3 October 2017 Orchestrating collaboration Leadership challenges The conductor is the only one who does not make a noise
- 16. Building business relationships 17 Risk and resilience
- 17. Strategy before tactics If you skip the first you will likely miss the opportunities © copyright Midas Projects Ltd Rev 3 October 2017 The strategic imperatives
- 18. Building business relationships 19 In my organisation/experience when considering A programme relationships are seen as ? In he tendering/evaluation relationships are seen as?
- 19. Building business relationships20 Evaluation of the Business case • Strategic Case. Sets out why the proposal is needed, the background to the proposal, the requirement, any over-riding and binding constraints, and any dependencies. • Economic Case. Considers the options for delivery and the assessment of Value for Money (VfM) • Commercial Case. Sets out the Procurement & Commercial strategy (including Collaboration requirements), and considers the commercial viability of the proposal. • Financial Case. Establishes the affordability and financing of the proposal. • Management Case. Sets out how the proposal will be delivered in project and programme management terms, and the plans for evaluation of the proposal. © copyright Midas Projects Ltd December 2016 rev4
- 21. Building business relationships 22 Have you heard of or applied ISO 44001?
- 22. Building business relationships 2006 2010 20112004 C R A F T Collaborative –Relationship- Assessment- Fulfilment- Transformation The foundation of ISO 44001 2017 © copyright Midas Projects Ltd December 2016 rev4 2005 2019
- 23. Benefits of the Framework Standard Building business relationships 24 Pan industry Efficiency & effectiveness Resource development Public & Private Sector Consistent platform Risk management Process and systems Benefits of BSI Standard Internal Collaborative benchmark • Better engagement • Underpins effectiveness • Stronger processes • Neutral starting point •Skills enhancement • Common language • Saves reinventing the wheel © copyright Midas Projects Ltd December 2016 rev4
- 24. ISO 44001 The International standard for collaborative working Principles of Collaborative working Principles for effective adoption and implementation of ISO 44001 BSI ISO 44000-2019 1. Relationship Management 2. Visions and Values 3. Business Objectives 4. Collaborative Leadership 5. Governance & processes 6. Competence and Behaviour 7. Trust & commitment 8. Value Creation 9. Information & Knowledge sharing 10. Risk management 11. Relationship measurement 12. Exit Strategy
- 25. Building business relationships 26 ISO 44001 Requirements framework • Structure for systemic application • Relationship life cycle • Framework model • Aligned to HLS management standards • Common language • Neutral starting point
- 26. Interaction High Level Structure and Life cycle © copyright Midas Projects Ltd December 2016 rev4Building Business Relationships Corporate level system Operational engagement
- 27. Building business relationships 28 © copyright Midas Projects Ltd December 2016 rev4
- 28. Building business relationships 29 The CRAFT Life cycle of Relationships Does the corporate approach align with operational needs Does the specific business case support a collaborative approach Assess your strengths & weaknesses and define partner profile Engage potential partners & understand their objectives Develop a joint collaborative approach to drive successful outcomes Create & maintain focus on developing added value Jointly manage relationship & performance to ensure success Meet the business needs & ensure controlled disengagement
- 29. Building business relationships 30 Does your organisation have a structured process to manage mission critical relationships?
- 30. Cultures and Behaviours Johnson & Scholes © copyright Midas Projects Ltd December 2016 rev4 Building Business Relationships
- 31. © copyright Midas Projects Ltd January 2018 Building business relationships COMPETITIVEA m leng h MASTER/SLAVE Blame centred LOW TRUST LISTENING AND LEARNING What type of Behaviour is rewarded?
- 32. © copyright Midas Projects Ltd January 2018 Building business relationships The Most Destructive Human Behaviours Self-destruction Lie Aggression Steal Cheating Cling to bad habitsBully Vanity Stress Gambling Gossip
- 33. © copyright Midas Projects Ltd January 2018 Building business relationships Attributes the Practitioners view Source: Warwick Business School research commissioned by ICW
- 34. Building business relationships 35 Structured to help organisations address the requirements of ISO 44001 • What does the standard require • Why is the requirement included • How suggested approaches to support implementation ISO 44002 Guidance for implementation
- 35. Building business relationships36 Visions & Values Robust & Flexible Experienced & agile Investors in people Open & adaptable Innovative Level of Maturity Engaging Clear objectives Stable staff profile © copyright Midas Projects Ltd December 2016 rev4 Collaborative Partner profiling Remember it applies to you from a partners perspective
- 36. Building business relationships37 Their objectives Our objectives Joint objectives If all parties are not achieving what they planned then frictions will build © copyright Midas Projects Ltd December 2016 rev4 Focusing on objectives
- 37. © copyright Midas Projects Ltd Rev 3 October 2017 Collaborative contracting
- 38. Assessing performance and behaviours 39 Quantitative • Time • Cost • Resources • Quality • Safety • Deliverables • Performance • Risk Qualitative • Behaviours • Morale • Satisfaction • Disputes • Innovation • Alignment • Trust • Reputation Key Performance Indicators (KPIs) We only manage what we measure but we must agree the parameters
- 39. Building business relationships 40 In my organisation/experience relationship management is viewed as essential to future success
- 40. Collective responsibilityRemember you can not collaborate ..on your own
- 41. © copyright Midas Projects Ltd Rev 3 October 2017 ICW Share and Learn 8th September How has the Covid19 pandemic impacted you and your Organisation? On the 8th September 10am-12 ICW is bringing together its members and friends from other institute's and associations share an learn session on line to open a conversation around Covid19- Collaboration- New Normal To discuss what we have learnt and how we see the future shaping up. If you would like to participate please email David.Hawkins@ICW.UK.COM All are welcome
- 42. The International Standard for Collaborative Business Relationships Institute for Collaborative Working Thank You Dave Hawkins David.Hawkins@ICW.UK.Com