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Setting up Major Infrastructure Programmes for Success

Deloitte’s Capital Programmes team is at the heart of leading infrastructure projects across Europe and the Middle East, supporting our clients establish and transform their capability and operating models throughout the programme lifecycle.

Setting up for Success - Overview


Major Programmes experience many challenges across the programme lifecycle. All types of major programmes, infrastructure or otherwise, need to be set up with right capability from the start to be successful over the course of the programme. Major capital delivery organisations frequently fail to establish, scale and transition in a structured way, leading to the “Break / Fix” model that is so prevalent in major programmes.

We have collated our experiences from supporting our clients and industries to provide a single end-to-end framework, ‘Setting up for Success’ for our clients to manage their organisational lifecycle. Our framework provides best practice tools, methods and approaches through a repeatable and dynamic five step process that organisations apply ahead of each transition in the organisation. Our framework enables organisations to:

  • Identify the right capabilities, at the right scale, configured in the right way to build your business and deliver its goals
  • Provide confidence that the organisation’s controls environment is match-fit to deliver its strategic objectives
  • Set out the transition plan with key transition points to manage growth and adaptation of the organisation through the programme lifecycle.

Application and benefits to your organisation


The framework is incredibly versatile and scalable depending on your organisation’s needs, across public, private or FSI sectors, and compatible with broader industry approaches, such as Project 13 and the IPA’s ‘Project Routemap’. Our structured approach to setting organisations up for success has allowed us to help HS2, as well as other clients such as Thames Tideway, EWR and Crossrail, define the scope, timing and scale of capability requirement changes, identifying and navigating transition points and minimising risk to delivery.

Further to this, Setting up for Success can be used to support your organisation in typical programme scenarios such as:

  • The Programme has moved through critical milestone and needs to prepare and plan for moving towards next critical milestone
  • New senior leader takes over accountability for a programme, and wants to conduct health check and/or understand key strategic priorities
  • Programme is currently underperforming, and need support in identifying problems / solutions
  • Programme needs to demonstrate readiness to external stakeholders

Case Study – High Speed 2


HS2 partnered with Deloitte, sponsored directly by the CEO, to demonstrate to the DfT ahead of starting Construction that it has sufficient capability to manage the £multi-billion Main Works contracts. Deloitte designed a bespoke Enterprise Capability Framework to measure enterprise capability and demonstrate HS2’s readiness to government on an unprecedented scale and level of complexity. Deloitte then worked with HS2 to deliver an improvement programme, targeting critical areas of the business including programme controls, people and leadership, and change management, and portfolio managed the other capability area initiatives, to deliver a transformational change at HS2.

How to get in touch


We would be delighted to discuss what our Setting up for Success framework could mean for your major programme. We can also offer you an immersive ‘Deloitte Greenhouse lab’ to discuss your key organisational challenges in more detail and provide you with a tangible action plan.

Major Programmes – Setting up for Success | Deloitte UK

      

In the Panel members’ extensive collective experience, none had seen such a rigorous and comprehensive approach to assessing and improving Enterprise Capability, and it has the potential for stimulating industry improvement in the delivery of major projects.

David Orr, Chair of HS2 Independent Assurance Panel