What is Project 13?
Project 13 is a new approach to delivering high performing infrastructure that moves our focus from transactions to enterprises.
The right solution at the right time
Why We Need Project 13
The core message is that the transactional model for delivering major infrastructure projects and programmes is broken. It prevents efficient delivery, prohibits innovation and therefore fails to provide the high-performing infrastructure networks that businesses and the public require.
It is time to deliver
The Enterprise Approach
The shift to an Enterprise model for infrastructure delivery is core to the Project 13 approach.
An Enterprise brings together owners, partners, advisers and suppliers, working in more integrated and collaborative arrangements, underpinned by long term relationships. Participating organisations are incentivised to deliver better outcomes.
Project 13 is a new delivery model. It is defined by five Pillars and a set of Principles. The Project 13 framework summarises the five Pillars, the core Principles provides a simple maturity matrix, illustrating the journey to a high performing Enterprise.
The five Project 13 pillars are:
Capable owner
Governance
Intergration
Organisation
Digital transformation
Enterprising innovation
What are the Most Significant Changes?
- The asset owner is central to the change and establishing the Enterprise
- Enterprises are brought together to deliver Outcomes for the ultimate customer
- The Owner ensures a focus on long terms system performance and future operation
- Enterprises are made up of integrated and collaborative delivery teams, drawing on the capability within participating organisations.
- An emphasis on Integration brings together partner (and owner) capabilities, processes and information to provide effective production systems for delivery
- Enterprises include an ecosystem of partners and suppliers, with more integrated relationships providing the opportunity for early engagement
- Reward in an enterprise is based on value added to the overall outcomes, not on time or volume
- Risk is allocated to align with capability, it is not transferred through tiers of the supply chain
- Establishing these conditions to enable a high performing enterprise requires a fundamental shift in Leadership, Governance and behaviours