Infrastructure Delivery Management Toolkit:

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Infrastructure Delivery Management Toolkit
2010 Edition Overview
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Contents of this presentation

• Purpose of the Toolkit and how it will help
  users
• Whats new in the 2010 edition
• Structure of the Toolkit
• The Infrastructure Delivery Management System
  (IDMS)
• Introduction to some key concepts

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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

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Whats 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

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Structure of Toolkit
Components of the Toolkit
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Structure of Toolkit Components
Management Companion

• 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

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Structure of Toolkit Components

• Delivery Management Guidelines
• Key audience
• The doers 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

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Structure of Toolkit Components

• Infrastructure Delivery Management System (IDMS)
• Key audience
• The doers 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

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Structure of Toolkit Content

• Management Companion - Pocket book summary
  version
• Overview
• Guidelines to the Delivery Processes (DPs)
• DP1 Portfolio Management
• DP2 Project Management
• DP3 Operations and Maintenance
• Practice Guides (PGs)
• 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

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Structure of the Toolkit - 2006 vs 2010 editions

Comparison of components 2006 edition versus 2010
edition
2006 edition 2010 edition
- Management Companion
Infrastructure Delivery Guidelines Delivery Management Guidelines
DMS (excel spreadsheets) IDMS (web based)
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Structure of the Toolkit 2006 vs 2010 editions
Guideline Modules

Current Toolkit New Toolkit
Module 1 Overview and Glossary Overview
Module 2 Infrastructure Planning and Programme Management by the client DP1 Portfolio Management
Module 2 Part A Infrastructure Planning DP1 Portfolio Management
Module 2 Part B Infrastructure Programme Management DP1 Portfolio Management
Module 3 Infrastructure programme implementation by Implementing Agents DP2 Project Management
Module 4 Project delivery DP2 Project Management
- DP3 Maintenance Operations
- PG1 Provincial Infrastructure Strategy
Module 5 Construction procurement PG2 Construction Procurement Strategy
- PG3 Performance Management
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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

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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
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IDMS Comparison of 2006 versus 2010 edition
2006 edition DMS (linear)
vs 2010 IDMS
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IDMS Comparison of 2006 versus 2010 edition
DMS (2010 edition)
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Introduction to some key concepts
Portfolios, Programmes and Projects
See animation
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Introduction to some key concepts
Packages

• Definition Works which have been grouped
  together for delivery under a single contract or
  a package order
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• 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

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Introduction to some key concepts
Packages
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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.
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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.
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Introduction to some key concepts
The Alignment Model
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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.
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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 projects 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.
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Conclusion and questions
Thank you