Driving our strategic priorities in 2019

2019 brings us tremendous opportunities to drive genuine change across the construction industry. The Sector Deal and the launch of the Construction Innovation Hub are aligning to provide the conditions that will enable real change. Constructing Excellence has a real opportunity to be at the forefront of this change, however in order to maximise our potential we need to focus on the activities and areas that are going to create genuine impact and align with our vision.

The core elements of our vision are as follows:

  • A client-led transformation by procuring for outcomes and value
  • Increased standardisation and pre-manufactured content
  • Digitally enabled integrated teams working collaboratively with long-term relationships and aligned commercial arrangements

To this end we will be implementing a new structure with theme groups (and sub-groups) to drive progress across our core themes. Member-led sector groups will look at how those core themes are being applied across specific sectors. Member-led champions will consider cross-cutting areas that impact across our key themes, these will operate as virtual groups, interacting with the core theme groups. As ever, oversight of this strategy resides with the members steering group and the themes and activities will be reviewed on a regular basis.

Theme Groups

Our theme groups look at the core elements that are needed to drive excellence in the sector.

  • Digital
  • Offsite manufacturing & technology
  • Procurement
    • Social Value
    • Responsible Sourcing
    • Funding Finance & Insurance
    • New models of procurement
  • Performance Measurement

Sector Groups

Member-led sector groups apply our core principles and themes to specific sectors.

  • Nuclear
  • ECI (engineering construction)

Champions

Virtual groups of champions that provide mutual support to peers and champion cross-cutting themes that relate to our core themes.   Constructing Excellence will facilitate face-to-face meetings for member-led activities.

  • Client Forum
  • Collaborative working
  • Research, innovation & skills
  • Sustainability

To enable our virtual (and other) groups to function more effectively we are learning from our colleagues in Generation4Change and using Slack, the online workspace that G4C have successfully piloted. We will shortly be sending out invitations to relevant group participants.

We hope these changes will provide greater clarity and focus for Constructing Excellence. As a member-led organisation our role is to support you in driving the change you want to see in the sector. Please actively engage in our work and encourage your colleagues to get involved, it is our role to support you.

One thought on “Driving our strategic priorities in 2019”

  1. This article I found a most pleasing initiative on change, thank you for the knowledge share. I agree, and I also think that there is benefit to consider reference to existing project, programme and portfolio management standards. An overview is described below and consider to reference relevant national standards during the Tender process. In this manner across multi countries there is common understanding of terms and definitions for communications.

    Currently the ISO 215xx family includes the following published standards by the ISO Technical Committee TC/258:

    ISO 21500:2012 – Guidance on project management,

    ISO 21503:2017 – Project, programme and portfolio management — Guidance on programme management,
    https://www.iso.org/standard/63582.html?browse=tc

    ISO 21504:2015 – Project, programme and portfolio management — Guidance on portfolio management,

    ISO 21505:2017 – Project, programme and portfolio management — Guidance on governance,
    https://www.iso.org/standard/63578.html?browse=tc

    ISO/TR 21506:2018 – Project, programme and portfolio management — Vocabulary,
    Click on the Preview button at the URL below

    https://www.iso.org/standard/61519.html?browse=tc

    ISO 21508:2018 – Earned value management in project and programme management,

    ISO 21511:2018 – Work breakdown structures for project and programme management

    Consider to browse in the following way: ISO 21506+21505, ISO 21504+21500+21503 pointing also to the ISO 21511+21508.
    https://www.iso.org/committee/624837/x/catalogue/p/1/u/1/w/0/d/0

    It’s just an idea, hope it appeals.

    Richard
    Sunny Riyadh

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