Major Projects Association - Shifting major project practices to safeguard critical infrastructure resilience
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Presentation by Will Goode of the Resilience Shift to the Major Projects Association on 20 September 2018. Will explores what projects need to do in order to add resilience value all through the project lifecycle, taking into account STEEP factors and a NOW/NEXT/NEW time frame.
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Major Projects Association - Shifting major project practices to safeguard critical infrastructure resilience
- 1. Shifting major project practices to safeguard society’s critical services Will Goode
- 2. The Resilience Shift A global initiative to catalyse resilience within and between critical infrastructure sectors. Our vision is a more resilient world which understands the interconnected nature of modern life and the services on which we all depend. When faced with the shocks and stresses of climate change or unexpected events, critical infrastructure will continue to protect, connect and provide for society. The Resilience Shift remit is to change existing professional practice by both shifting the discourse around the role of infrastructure in society – from seeing it as a thing in and of itself, to understanding infrastructure in light of its primary functions and the services they provide.
- 3. 3 "Major projects are so complex that they require cross- disciplinary collaboration of the highest order – within and between companies and cultures – before they can be implemented successfully.“ Dr Martin Barnes CBE, Former Executive Director, Major
- 4. What are critical infrastructure services? The output of a number of public and private assets working as a system
- 5. Power
- 6. Water
- 7. Transport
- 9. 9 9
- 11. 1 1 11 Project
- 13. 1 3 13 Power station Wind farm Nuclear power station Distribution network Substation Substation Factory
- 14. 1 4 14 Energy systems: A view from 2035 - ARUP
- 15. 1 5 15 The safety and well-being of billions of people depends on infrastructure systems that can deliver critical services … that can provide, protect or connect us - whatever the future has in store.
- 16. Valuing resilience efficiency resilience reduce waste lean just-in time productivity slack diversity back-up flexibility adaptability alternatives optimisation centralised decision-making self- organisation profit growth critical functionality
- 17. 17 Major Projects Critical Infrastructure systems Unexpected Shocks and Stresses Resilience Concepts, tools and approaches ( )
- 18. 18 The Project Lifecycle Resilience value can be added at each stage of a project lifecycle.
- 19. 1 9 19
- 20. What must we consider now in order to ensure the resilience of our projects into the future?
- 21. Part 1 – Drivers of change
- 22. 22 Now • Current situation New • Emerging Next • Future trends
- 23. 23 S - Social T - Technological E - Economic E - Environmental P - Political
- 24. 24 The social developments include factors like consumer behaviour, demographics, religion, lifestyles, values, and advertising. Social
- 25. 25 Technological issues includes factors like innovation, communication, energy, transport, research and development, patent regulations and life-cycle of products Technological
- 26. 26 The economic condition is strongly associated with the consumers’ buying position. Factors such as interest rates, international trade, taxes, savings, inflation, subsidies, availability of jobs and entrepreneurship are considered. Economic
- 27. 27 Environmental developments involve ecosystem factors such as water, wind, food, soil, energy, pollution and environmental regulations. Environmental
- 28. 28 Political factors to be considered include political stability, regulation of monopolies, tax policies, price regulations, consumer protection, jurisdiction and trade unions. Political
- 30. 30 Now New Next Social Public opinion Technological Cryptocurrencies AI Economic Brexit Environmental Decarbonisation Political Terrorism Nationalisation
- 31. Part 2 – Actions to take
- 32. 32 The Project Lifecycle Complete your cards with: • 3 immediate changes • 3 long term changes
- 33. Part 1 – Drivers of change (10 mins) www.resilienceshift.org
- 34. Part 2 – Actions to take (5 mins) www.resilienceshift.org
Hinweis der Redaktion
- Good afternoon My names’s Will Goode and I’m the programme manager for a 5 year grant funded programme called the ResilienceShift Session made up of a bit of theory (nothing too complicated) and a bit of practice
- Arup are the host institution and Lloyds’ Register Foundation are the funders. Bit of a mouthful, essentially we trying to shift the focus of professionals involved in the delivery and operation of critical infrastructure services from the asset to the services that the systems these assets contribute to provide AND NEED TO CONTINUE TO PROVIDE IN THE FACE OF UNEXPECTED SHOCKS AND STRESSES.. Still a bit of a mouthful.
- Interestingly the same turn of phrase was used by Martin Barnes to define the nature of a major project as Resilience Shift have chosen to describe the focus of our programme.
- Think about critical services instead of projects or infrastructure assets What services does society depend upon? Debatable but would definitely include..
- Which draws upon all of the previous three
- In one way or another MPA members contribute to the delivery or successful operation of critical infrastructure systems every day
- We use this graphic to describe a typical project lifecycle. Traditionally value is perceived to be created upon successful delivery of the project whatever that might be.
- Here we have a project. If we consider the words of Martin Barnes, if this is a major project, it should be represented more like this.. (click x2)
- Major project – made up of many projects and organisations collaborating during the project delivery phase and into operation when the project becomes (click x2)
- an asset (click) Like a power station (click) and becomes part of a critical infrastructure system…. But this is still just an energy system.
- If we draw our system boundary wider we start to see the critical services that consumers receive Transportation Manufacturing Security etc
- That is, life relies on the resilience of critical infrastructure But presently we don’t design, deliver and operate for resilience. Moreover, the world is increasingly Volatile, Uncertain, Complex and Ambiguous So, knowing that -- what do we do? And why is it such a challenge..
- Oftentimes we are pressured to add weight to the left side of the scales This can have the effect of reducing resilience of the asset in the end, not always but it’s something to be mindful of
- So what? Well this comes to the core of the Resilience Shift To recap, major projects tend to deliver assets that contribute to critical infrastructure services which will be subject to unexpected shocks and stresses which means suggests that an awareness and understanding of the tools and approached that can make a resilient approach more practical / tangible / relevant might be a good thing –The Resilience Shift When planning and executing our major projects
- We think that there is the opportunity to introduce resilience value at each stage of the project lifecycle In fact, we think that the earlier in the lifecycle this is considered the higher the impact and the lower the cost
- So that means that wherever MPA members contribute to the project lifecycle you probably have the opportunity to add ‘resilience value’
- There are 2 parts to the exercise The overall objective of this is for you to complete the cards on your desk with: 3 immediate and 3 long terms actions that you could take to increase the resilience of your projects and project outputs having previously considered the ‘drivers of change that will impact your projects now and in the future’
- The first part of this exercise considers the drivers of change acting on our projects over time Operating environment will change over time – particularly important for infrastructure projects which have long timeframes for delivery and for operation. So think in terms of 3 time phases..
- The way in which I’d like you to think about those drivers of change is a STEEP model
- 3 flip charts set up, one for each, now, new and next Please use the green (positive) and pink (negative) to highlight the drivers of change that you think should be considered in the planning of major projects
- A few examples Yours can be as high level or specific as you like 10 minutes for this exercise
- Complete your cards with 3 immediate and 3 long terms changes that you think should be made to major projects, bearing in mind the project lifecycle