1. Asset Delivery The Benefits of National Programmes Investment
Stephen Seymour
Capital Programmes Portfolio Delivery Manager

2. Investment Challenges Portfolio, Programme and Project Management
Summary
Investment Challenges
Portfolio, Programme and Project Management
Application
Examples
Benefits
People often ask me what is programme management
I will try to demistify this
When I joined IW I was told that I was now a programme manager
When I looked into it, programme management is defined as the management of a group of projects linked by a common theme.
I thought, I have done that before.
I will look at portfolio, programme and project + interdependencies
Want you all to leave with understanding + opportunities
I will look at how we apply this with a few examples and how it allfits together and benefits for whole industry
First I will set the scene by talking briefly about the challenges we face

3. Strategic Planning Context (25 Year Plan)
Water Services Strategic Plan
National Water Resources Plan
Disinfection
Rationalisation
Lead
THMs
Urban Waste Water Compliance Strategy
Staged Approach
National Sludge Management Plan
Capital Investment Plan 17 – 21
Projects and Programmes
Asset Policies
Asset Standards
Asset Data
Set the scene
WSSP sets out the strategic objectives – translated into a series of strategic plans
These converted into targets for which programmes are developed
Out of this comes the CIP

4. 1,000s of Unrelated Projects
Investment Challenges
BRICK WALL
1,000s of Unrelated Projects
Ireland is a modern economy – unfortunately do not meet current and future
Aging treatment plants - Decaying equipment – victorian infrastructure
To tackle this we have to deliver an investment plan – first stage is €2.5 bn over 5 years
Utility – report
recession

5. Portfolio, Programmes & Projects: Levels of Visibility and Control
PORTFOLIO MANAGEMENT
PROGRAMME MANAGEMENT
PROJECT MANAGEMENT
Project M most familiar
Safely, on time, inbudget and achieve objectives
Must live with the project, get into the fine detail and take ownership
The PM is the pilot
The PMs are the foundation stone of the pyramid
Programme management – bundle of projects – theme – technical, geographical, procurement
Programme manager – overview – works with PM
If a project is drifting, he will work with PM and look at other projects that might be accelerated. His aim is to achieve the programme objectives
NOT – micromanage PM, manage projects, get into the detail of every decision
If programme manager cannot resolve issue he turns to the portfolio manager
High level view – looks at external environment and to the future – turbulence – risks – data and trends

6. Programme Management - Application
AGILE
SAFETY
PEOPLE
COLLABORATION
EFFICIENCY
STANDARDISE
PROGRAMME MANAGEMENT
In practical terms want to highlight a few key aspects
Programme management – the red cog – high level – risks, issues, data, trends, taking to all involved
Collaboration – between all parties to the works – scoping, procurement, design, construction, commissioning and handover
Safety – right to go home unharmed, all preventable, a lot of good work done and ongoing with people n this room, embrace as a core value
People – deliver projects, programmes – need to attract people into industry – offer opportunity to gain experience and develop so they have confidence to make decisions necessary to deliver the investment
Agile – need to be flexible to meet emerging needs of the business – drought – programmes and contracts underpinning them
Efficiency – can be achieved through challenging the status quo + doing things differently or better
Standardisation – key to delivering both capital and operational efficiencies in the future

7. Programme Management – Sustainable Contracting Model
Sustainable Delivery Model
Forward Planning - Visibility
Standardisation
Working with of SMEs
National & Regional Contracts
Reduced Volume of Tenders
Offsite Construction
Alternative Procurement Models
If programme management relies on high levels of collaboration then a sustainable contracting model is an essential component of this
Longer contracts – forward planning, visibility – contractor investment, low tendering
Alternative procurement – ECI, national and regional contracts
Technical innovation – background picture
Work with supply chain – don’t need a turnover of €100m to deliver a programme
Longer Contracts – Facilitate Contractor Investment
Target Cost Contracts
Technical Innovation
Collaboration with Supply Chain
Efficient Use of Resources

8. Example 1 Capital Programmes - Disinfection Programme
Contracts Awarded
Programme Objectives
Achieve Disinfection
Reduce risk
Standardise
Control Philosophy
Donegal*
900 WTPs
€60 Million
4-5 Years
Monaghan
Sligo
Leitrim
Cavan
Mayo
Roscommon
Louth
Longford
Meath
Galway
Westmeath
Fingal * & Dublin City
Galway City
South Dublin & Dun Laoghaire Rathdown
Offaly
Kildare
Laois
Wicklow
Clare
Carlow
900 WTPs needed review and upgrade in short space of time
Start scoping mid 2015; now have assessed 550 WTPs
Works commenced on 220 sites with 125 sites commissioned
Over 70 into rationalisation
Only 785 WTPs still in operation
Benefits –
adequate disinfection and can prove it
Standardisation – equipment – process
Standard control philosophies
Risk reduced to acceptable levels
Reporting
Standard national reports
Can see trends and leading indicators
Contractor performance reports
EPA reports
Tipperary
Kilkenny
Limerick
Wexford
Key
Glan Agua
Veolia
Coffey
EPS
Murphy
Waterford
Kerry
Cork
Cork City

9. Example 2 Capital Programmes - Sewer Rehab
Previous Approach
Individual contracts
Limited coverage
Funding allocation limited
Blanket coverage - no risk based approach
Current approach
Risk based logic for decision making
Prioritised national programmes
Standardised survey, data management
Standard Sewer Rehabilitation Specification
Reduced Unit cost
go to Cavan for half a day or go for three weeks. |

10. Business Strategy to Project Management
Business strategy drives the portfolio development and delivery into programmes and projects
Outputs from projects – outcomes from programmes – benefits for business – achievement of strategic initiatives
Safe and reliable drinking water supply

11. Moving to a Programmed Approach
2014 – none, %; %
The challenge for the industry as a whole is to deliver this investment plan, better we can define scope, provide visibility and long term planning, the better we will be able to operate as an industry

12. Benefits Of Programmed Approach
Meet Investment Challenge
Visibility & Control
Efficiencies & Value
Higher Safety Standards
Managing Risk
Forward Planning
Adopting the programmed approach will allow us all to work more closely, plan our work better and deliver larger volumes of investment more efficiently. We all need to adapt our thinking and our ways of working. The programmed approach is an evolution of our traditional approach rather than a massive change to the system.
Thank you, I have enjoyed speaking and trust I have give some insights to the way we work
| Social Media Dublin 2018

13. ANY QUESTIONS?