At our recent roundtable with Assystem, we discussed how to accelerate the delivery of complex infrastructure projects in the UK despite the inevitable socio-political challenges. Our attendees brought their wealth of experience from industry to the event and showcased the intricacies that infrastructure programmes bring from inception to completion.
Key themes were governance and vision, integrated solutions, and the importance of communication with all key stakeholders, especially the communities most impacted by projects.
Key recommendations were to implement Minimum Viable Product (MVP) to achieve outcomes and the need for the client to consistently refer to the single source of truth throughout project lifecycle phases. Projects need to have better risk mitigation practices and the onus should sit with the client to ensure all layers of the organisation have an incentive to mitigate these and deliver. Project leadership and collaboration practices should be adopted where appropriate from alliances such as the Southern Integrated Delivery, the industry-led Project 13, and the London 2012 Olympics. It was highly recommended for the UK to adopt European project delivery standardisation practices to ensure confidence and transparency when communicating about major infrastructure projects and rebuild the public’s trust.
Governance and Vision: Building a Clear Roadmap
Setting out with a strong vision and robust governance framework is fundamental to the success of any infrastructure project. Participants emphasised the importance of realism from the beginning, ensuring that every component adds value to the overarching vision. Projects often suffer from “optimism bias,” where early expectations are not grounded in reality, leading to misalignment across stakeholders and, eventually, failure.
To address this, leaders suggested adopting an MVP, which prioritises essential features to meet project goals without unnecessary complexity. This method has shown success in other industries such as automotives, allowing projects to remain adaptable while progressing steadily toward completion. Moreover, by centralising project information through a single source of truth, teams can make informed decisions across different lifecycle stages, reducing the risk of rework and keeping the project on track.
Integrated Solutions: Creating Synergies Across Teams
The roundtable highlighted that many projects falter due to fragmented delivery models, where risks are improperly allocated across parties. For example, on the HS2 project significant cost escalations were encountered as a result of the contracting JV’s bearing the burden of planning amendments during the construction phase, many of which were later resolved on appeal but not before significant delays and cost were incurred.
An effective solution is to distribute risk to the entities best equipped to manage it, a principle common in European projects where the pre-construction phase accounts for 60% of the project timeline. extended preparation period allows for comprehensive planning and stakeholder engagement, reducing unexpected issues during execution. The UK can learn from such practices to minimise project delays and cost overruns.
Adopting alliancing approaches, as seen in the Southern Integrated Delivery, projects run under Project 13’s enterprise model and the 2012 London Olympics, can foster collaboration and innovation by incentivising partners to deliver their best work. This model encourages openness and accountability, paving the way for continuous improvement throughout the project.
Communication: The Cornerstone of Project Success
Effective communication emerged as a recurring theme. Infrastructure projects often face public opposition due to perceived negative impacts, such as environmental disruption or increased costs. For example, HS2’s messaging focused on speed rather than capacity enhancement, missing an opportunity to convey its broader benefits.
To bridge this gap, project leaders must engage stakeholders, including local communities, from the outset. Establishing clear communication channels helps manage expectations and builds public trust. Furthermore, policymakers and non-industry stakeholders, such as civil servants and politicians, often lack familiarity with the construction sector’s intricacies. The industry should prioritise educating these decision-makers through site visits and demonstrations, highlighting the socio-economic value of infrastructure projects.
Government initiatives, such as reforming planning regulations for Nationally Significant Infrastructure Projects and adopting multi-year budget settlements for local authorities, could facilitate better communication and decision-making.
Ultimately, the UK has the potential to deliver complex infrastructure projects efficiently. By refining governance practices, adopting integrated delivery models, and enhancing communication, the industry can overcome current challenges, fostering a new era of trust and progress in infrastructure development.
