Presentation made by Denise Bower, University of Leeds / Major Projects Association, United Kingdom, at the Symposium on Governance of Infrastructure held at the OECD, Paris, on 29 February 2016

1. Project Initiation Routemap
Professor Denise Bower
University of Leeds / Major Projects Association
29th February 2016
Paris

2. Introduction
Session 2.1 ENSURING IMPACT: PLANNING AND
PREPARING INFRASTRUCTURE PROJECTS
How do you ensure that there is a structured, non-biased
and thorough process that ensures the best possible
choice of asset, risk allocation and the decision on how to
procure it?

3. Introduction
The Project Initiation Routemap (Routemap) is a product
of the UK Government working collaboratively with
Industry and the University of Leeds, through the
Infrastructure Client Group to support infrastructure
providers in enhancing the delivery environments for
projects and programmes.

4. The Routemap
The Routemap is…
A process that walks YOU through
the key considerations for initiating
an infrastructure project.
The Routemap has…
A suite of tools and guidance that
helps YOU to better understand:
 Where complexity needs to
be managed;
 The existing vs. required
level of delivery capability;
and
 The implications of your
strategic decisions.

5. The Routemap
The Routemap is not…
• A route to a single
solution;
• A replacement for existing
assurance procedures;
• A maturity model – it is
project specific;
• A substitute for best
practice guidance.

6. Routemap Steps
The Routemap process consists of three key steps, each of which
results in specific outputs.
Step 1
Diagnostics
Step 2
Alignment
Activity: Assess Capability and Complexity
Output: Capability Gap Analysis
Activity: Use the modules to further explore gaps
Output: Findings and Recommendations
Activity: Planning to ‘close the gaps’
Output: Integrated Enhancement Plan
Step 3
Enhancement

7. Align for Success
The Routemap contains five Align for Success Modules that provide
advice on enhancing capability.
Governance
Requirements
Execution
Strategy
Organisational
Design and
Development
Procurement

8. Focus on governance
How do you ensure that there is a structured, non-biased
and thorough process that ensures the best possible
choice of asset, risk allocation and the decision on how to
procure it?

9. Characteristics of good governance
Good governance is about a balance between the natural desire of
sponsor(s) to retain control and the need of the delivery team to
have sufficient freedom to allow it to manage the risk to meet the
project objectives.
A clear statement of the objectives and parameters for delivery
between the sponsor(s) and the execution team
Sufficiently autonomous with a single controlling mind
A clear system of delegation and determined process for timely
decisions that fall outside the limits of delegation

10. Characteristics of good governance
A determined process for controlling change
A determined process for reporting and other communications
between the sponsor(s) and execution team
A collaborative culture and working relationship between
sponsor(s) and execution team
Board members have sufficient understanding of the project
context to make reasonable decisions (or seek advice to help them)
A defined system for assurance at all levels

11. Governance Module – Delivery Models
11

12. Governance Module – Governance Structures
12

13. Application
• 18 Routemap Reviews conducted by IUK and the University of
Leeds for 11 different clients in 5 sectors on projects/programmes
worth in the region of £100billion, supporting successful project
initiation
• Adopted by the Major Projects Authority as a best practice tool to
be promoted in early stage Assurance reviews
• Adoption and adaption by clients, consultants and advisors out-
with IUK
• Significant Reviews:
- HS2 Ltd - Transport for London
- Network Rail - Environment Agency
- Scottish Power
For further information - https://www.gov.uk/government/publications/improving-
infrastructure-delivery-project-initiation-routemap 13

14. Learning From Crossrail
The benefits achieved
at Crossrail were
reflective of the
application of the
Routemap principles
and illustrate the
potential of the
Routemap for
application on other
major projects and
programmes
A mature sponsor-client relationship and the
awareness of the need to transition capability,
led to a savings of approximately 7% against
the original budget.
• Joint Sponsor Board between the
Department for Transport and Transport for
London
• Project Development Agreement
• Thin Client – Programme and Delivery
Partner
• Transitioning Plans
Understanding how to Improve
Sponsor and Client Capability