development through partnership

1. development through partnership Infrastructure Delivery Management Toolkit: 2010 Edition Overview

2. development through partnership Contents of this presentation • Purpose of the Toolkit and how it will help users • What’s new in the 2010 edition • Structure of the Toolkit • The Infrastructure Delivery Management System (IDMS) • Introduction to some key concepts

3. development through partnership Purpose of the Toolkit & how it will help users • Provides a documented body of knowledge and set of processes that represent generally recognised best practices in the delivery management of infrastructure • Focussed on the delivery and life cycle management of South African public sector infrastructure • Target users include both technical and non-technical managers • Provides “how to” guidelines for infrastructure delivery and procurement management necessary to deliver, operate and maintain infrastructure • Helps capacitate managers • Facilitates a uniform approach to infrastructure delivery management • The Toolkit, when adhered to, will also assist departments in complying with applicable legislative requirements

4. development through partnership What’s new in the 2010 edition • Modernised approach to procurement • Strategic procurement • Gateway system • Institutionalise alternative delivery models • Introduces the concept of Packages • Updated and user friendly web based IDMS • Alignment to GIAMA • Readiness for Local Government • Emphasis on “Portfolio Management” • New modules: • Provincial Infrastructure Strategy • Construction Procurement Strategy • Operations and Maintenance • Performance Management

5. Structure of Toolkit Components of the Toolkit

6. Structure of Toolkit – Components Management Companion: • A quick reference guide • Key audience: Executive, top and senior management • Provides senior managers with sufficient understanding so as to hold middle managers accountable. • Contains high level summary information – for all users • Provides middle managers with a quick reference Printed in pocket book size – A5 • Will be published in print (as well as electronic) format by CIDB • Also printable by user by download off the IDMS Management Companion

7. Structure of Toolkit – Components Delivery Management Guidelines: • Key audience: • The “do’ers” of the work • Middle to lower managers & specialists • Director, Deputy Director, Assistant Director • The main body of knowledge, mainly text, to provide subject matter knowledge per module • Provides context and guidelines to using the IDMS • Generic enough to apply to all three spheres of government, but focussed for Provincial • A4 type size – printable by user by download off the IDMS • Divided into 3 Delivery Process Guidelines and 3 Practice Guides

8. Structure of Toolkit – Components Infrastructure Delivery Management System (IDMS): • Key audience: • The “do’ers” of the work • Middle to lower managers & specialists • Director, Deputy Director, Assistant Director • Roadmaps for users on “what must I do?” in each of the modules • Navigation tool through the detailed content • Generic enough to apply to any Provincial Department • Includes the Templates, Examples & Supporting Docs • Web based - hosted on CIDB server – no software required by user • Also avail on CD – will be attached to Management Companion • Includes PDF versions of Delivery Management Guideline modules and Management Companion & other docs, i.e. printable by the user if need be

9. development through partnership Structure of Toolkit – Content • Management Companion - Pocket book summary version: • Overview • Guidelines to the Delivery Processes (DP’s): • DP1 Portfolio Management • DP2 Project Management • DP3 Operations and Maintenance • Practice Guides (PG’s): • PG 1 Provincial Infrastructure Strategy • PG2 Construction Procurement Strategy • PG3 Performance Management. • Delivery Management Guidelines (DMG) - The main body of knowledge: • Overview • Guidelines to the Delivery Processes: • DP1 Portfolio Management • DP2 Project Management • DP3 Operations and Maintenance • Practice Guides: • PG 1 Provincial Infrastructure Strategy • PG2 Construction Procurement Strategy • PG3 Performance Management. • Infrastructure Delivery Management System (IDMS): • Web based tool for users to navigate through the delivery management processes via “roadmaps”

10. Structure of the Toolkit - 2006 vs 2010 editions Comparison of components 2006 edition versus 2010 edition

11. Structure of the Toolkit – 2006 vs 2010 editions Guideline Modules

12. The IDMS • Infrastructure Delivery Management System (IDMS) • The model that describes the processes that make up public sector infrastructure management, mainly applied to the construction industry • It outlines the core processes associated with the model for planning, delivery, procurement , operation and maintenance of infrastructure works • Three Delivery Processes: • DP1 Portfolio Management • DP2 Project Management • DP3 Operations and Maintenance

14. The IDMS • Built up in layers: • Main delivery processes – Level 1 • Sub delivery processes – Levels 2 and 3 • Delivery Gates • Procurement milestones • Performance Management processes • Triggers – an action to trigger a forward pass action to a future process. See animation

15. Economic Social Environment IDMS – Comparison of 2006 versus 2010 edition 2006 edition DMS (linear) Strategy Implementation Planning O & M M&E SDA Day to Day Operations and Maintenance Consolidated IP Provincial Infrastructure Strategy Project Project IPMP IPIP PGDS ASGISA Design Tender Implement Respon-sibility Matrix vs 2010 IDMS Update IP DP1: Portfolio Management DP2: Project Management DP3: O&M ProvInfr Strat Perf Mgt

16. IDMS – Comparison of 2006 versus 2010 edition DMS (2010 edition)

17. Introduction to some key concepts Portfolios, Programmes and Projects Highest level Portfolio Lower level Portfolios Higher level Programmes Higher level Programmes Higher level Programmes Lower level Programmes Lower level Programmes Projects Projects Projects Other work See animation

18. Introduction to some key concepts Packages • Definition: Works which have been grouped together for delivery under a single contract or a package order • Advantage is to enhance efficiencies in the procurement process • It was partly motivated by the fact that the traditional approach has often been to procure a single contractor for a single project under a single contract • While this seems logical at a single project level, it does not exploit the potential efficiencies of grouping a number of works items together, i.e. a Package, under a single contract. • By grouping these works items together a number of efficiencies will be obtained such as simplified Supply Chain Management, grouped controls, grouped supervision and grouped reporting

19. Introduction to some key concepts Packages

20. Introduction to some key concepts The Gateway System The CIDB Infrastructure Gateway Process provides a number of control points (gates) in the infrastructure life cycle where a decision is required before proceeding from one stage to another. Such decisions need to be based on information that is provided during the infrastructure life cycle. If the Gateway Process is correctly followed it will provide assurance that a project involving the design, construction, refurbishment, alteration, rehabilitation or maintenance remains within agreed mandates and that it aligns with the purpose for which it was conceived and can thus progress successfully from one stage to the next.

21. Introduction to some key concepts Construction Procurement Strategy A construction procurement strategy is the combination of the delivery management strategy and contracting and procurement arrangements. A construction procurement strategy can be developed for a single project, a programme of projects or a portfolio of projects to identify the best way of achieving objectives and value for money, whilst taking into account risks and constraints. Once the necessary decisions relating to the delivery management strategy, contracting strategy and the procurement arrangements have been made, the procurement strategy may be documented and implemented in respect of each package. Thereafter, depending upon the choices that are made, the design team might need to be managed, and the contract managed or administered in accordance with the provisions of the contract. Additional Programme Management practices will also be required to be applied where projects are delivered under a programme.

22. Introduction to some key concepts The “Alignment Model

23. Introduction to some key concepts Principles of cooperative governance and joint Programme Management The concept of managing immovable asset delivery as a joint programme is founded in the Constitution. It is do be implemented, amongst others, via the Intergovernmental Relations Framework Act (IGR) and GIAMA Clause 14 (1) (b) which prescribes that: “The accounting officer of a user or custodian in its capacity as a user must, for all the immovable assets that it uses or intends to use - jointly conduct the immovable asset strategic planning process with the relevant custodian”. The IGR Act establishes a framework for the national, provincial and local governments to promote and facilitate intergovernmental relations, and to provide for mechanisms and procedures to facilitate the settlement of intergovernmental disputes. The Framework further extends the principles of participation and co-ordination between organs of state in the different spheres of government, to also include integration, participation and co-ordination of joint programmes within a particular sphere of government.

24. Introduction to some key concepts Risk management All projects are exposed to risks that could potentially negatively, or positively, impact on delivering the required outcomes of the project. Therefore it is good practice in the management of any Portfolio, Programme or Project to ensure that a concerted Risk Management Plan is developed and implemented. Definition of Project Risk: An uncertain event or condition that, if it occurs, has a positive or negative effect on a project’s objectives. The objective of Project Risk Management is therefore to increase the probability and impact of positive events, and decrease the probability and impact of negative events.

25. Conclusion and questions Thank you