IDMS PMSA Infrastructure Project Management Congress, Durban, 16/17 September Greg Evans: Strategic Executive Engineering Unit

Transcription

1 IDMS PMSA Infrastructure Project Management Congress, Durban, 16/17 September 2013 Greg Evans: Strategic Executive Engineering Unit

2 IDMS Infrastructure Delivery Management System

3 IDMS SECTION ONE Introduction to IDMS and the Pilot for Local Government application SECTION TWO Starting to understand the environment for Municipal Application

4 SECTION ONE

5 A summary of IDMS WHAT IS IDMS: Body of Knowledge / methodology surrounding the planning and execution of INFRASTRUCTURE / CONSTRUCTION PROJECTS from cradle to grave but with a focus on initial preparation / planning. Structured to embed government s budgeting and expenditure cycles into the planning, delivery and operation and maintenance of infrastructure. WHO INITIATED IT: National Treasury, CIDB, Public Works, DBSA and other.

6 IDMS key delivery processes... 1 The System encompasses 3 key delivery processes: Portfolio management (identifying objectives, planning and intelligently grouping projects or initiatives into infrastructure programmes and monitoring and controlling the roll-out of these programmes), Project management (identified in the planning processes), Operations and Maintenance (assets are operated, maintained and ultimately disposed of). As depicted in the following diagram...

7 IDMS key delivery processes... 2 Informed by: Long term PIPELINE and Infrastructure ASSET MANAGEMENT Principles IDP... DP1: Portfolio Management DP1-1 Infrastructure Planning DP1-2 Programme Management Review Infrastructure Asset Management - prioritised MTEF works list (incl portfolio level Work Plans) Develop /review Constr Proc Strat Develop /review IPMP Authorise Implementation Monitor & Control Manage Implementation Close Out DP2: Project Management DP2-1 Implementation Planning DP2-2 Design DP2-3 Works DP2-4 Close Out Prepare Packages Define Packages Develop/Review IPIPs (Prgr & Proj level) Design devlpmt Detailed design Compile MFC Info Construct / Deliver works Handover works Contracts Close Out Adminstr Close Out DP3: Operations & Maintenance DP3-1 Recognise & accept assets DP3-2 Mobilisation for Facilities Mgt DP3-3 Operations DP3-4 Maintenance DP3-5 Demobilisation of Facilities Mgt

8 IDMS why is it needed...to BE UNDERSTOOD ACROSS ALL OF THE INFRASTRUCTURE DELIVERY SPECTRUM, TO BREAK DOWN BOUNDARIES. National calls for improved infrastructure delivery SA Government s developmental strategy is infrastructure led. Public spend stimulates the economy - there is a large reliance of public spend on a core of capable public sector officials to translate these funds into work on the ground. Shortage of technical skills and technical management skills facing our industry move towards bundling approaches being less resource intensive, and,

9 The need to move from short to medium term (MTEF) and to medium to long term planning focus Stakeholders informed earlier Improved planning, integration & support phases Improved communication and understanding across the board). Introducing the consistency of a project management approach. Introducing uniform approach & standards at all levels of government impacting information management & reporting...

10 How is ethekwini involved? Leading up to May 2012 ethekwini s Engineering Unit had been adopting a set of business improvement principles, which during follow up and engagement with National Treasury and CIBD reflected the principles of their IDMS initiative, part of the Cities Support Programme. National Treasury were already substantially relatively far down the path of engaging with National and Provincial Government departments Western Cape Provincial Government had adopted IDMS and other provinces were following close behind.

11 Documentation, guidelines, practice notes and toolkits all existed for such roll-out, but not for Local Government. In July 2012 National Treasury and our City Manager formalised the relationship by agreeing that we Pilot IDMS concepts, principles and documentation for Local Government.

12 Stakeholder Organisations and their required outcomes CIDB: An IDMS toolkit for local government application and use. National Treasury: Development of a replicable management model. Province: Alignment between Province and Local Government. ethekwini Municipality: Streamlined Infrastructure Delivery / Implementation / Efficient capital spend

13 The IDMS Roadmap

14 IDMS pilot group activity Support from National Treasury & CIDB Implementation Agreement Project Charter and other planning documents Monthly Steering Committee meetings with National Treasury, CIDB and Provincial stakeholders. Discussion forums. Assist NT in presentation to national forums for national drive. Conceptualising IDMS principles / issues for local government level. Interface with Provincial IDMS roll-out Team. Introduce concept of IDMS to other City Technical Units.

15 IDMS activity particular to ETM INDIRECT Unit restructuring. Improved Information Management. Move to single source data. Improved systems, move towards data warehousing principles. Improve Construction Procurement process (ISO / separation). Improve business processes (eg. Document Management, reporting). Documentation standardisation. Construction procurement process options cataloguing (existing and proposed models) with SCM consultation. DIRECT Pipeline conceptualisation. Disaggregate 12/13 MTEF budget for generic categorisation. Propose Portfolios to match 12/13 budget. Identify Programmes to match identified 12/13 Portfolios. Match Projects to Programmes 12/13. Apply structure to 13/14 MTEF budget Apply structure to 14/15 MTEF budget Create single system Construction Procurement Strategy with SCM Review 15/16

16 SECTION 2: STARTING TO UNDERSTAND THE ENVIRONMENT FOR MUNICIPAL APPLICATION

17 ETM: Getting the basics right first... summary Efficient information management [Duplication / conflicting / ad-hoc / silobased...] Alignment both internal and external to stakeholder organisations, particularly asset management approaches [Understanding the need, supportive legislation, enabling environment...] IT systems [Supportive ERP or equivalent / supportive of information management / client driven approaches...] Efficient business processes (from work or project identification to design to procurement to operation & maintenance to disposal) Embedment through communication and training in project management and ultimately IDMS practitioner registration through a suitable institution, such as SACPCMP or other.

18 Information management Aspects of Information Management: Understanding the as is across a broad spectrum of functionality and purpose. Simplification / single IT system requirement. Designing the to be. Change Management Planning to ideal state. Incorporating information flow, visibility & accessibility Creating the Project Pipeline...

19 The PIPELINE concept... INPUT Objectives / needs / requirements / stakeholder consultations / planned, existing and new project details... PIPELINE = DATABASE OF EXISTING & POTENTIAL PROJECTS + COMMUNICATION + CO-ORDINATION + GIS + PLANNING + PRIORITISATION + BUDGETING + CLM + DASHBOARD + REPORTS + ACCESSIBILITY +... Software based input, planning, prioritisation, coordination, implementation & monitoring... OUTPUT Prioritised, packaged and approved programmes & projects meeting MTEF (medium term expenditure framework) & other delivery objectives...

20 In a little more detail: interactive model

21 Alignment Some Aspects / examples of Alignment include: Legislative environment (see following slide) Sustainable Infrastructure Asset Management (SIAM) External: IMESA s Asset Management Programme Learning Environment (AMPLE) roll-out. A National Asset Management Steering Committee (NAMS) was established in this regard. Internal: ethekwini s SIAM (Sustainable Infrastructure Asset Management) whole of city / whole of asset portfolio approach. CoST (Construction Sector Transparency) Concept Initiative as being introduced by CIDB proactive and reactive disclosures... Organisational (ETM & other) Stakeholder introduction and alignment Resources and organogram Breaking through silos where they exist

22 Dealing with the Legislative environment Solutions embedded within development strategies include: Getting the right people into infrastructure positions in government achieved by: MFMA minimum competency regulations MSA performance management regulations Finalising IDoEW regulations (Identification of Engineering Work) Getting the right systems Infrastructure asset management regulations are not adequately regulated at LG level (currently only covers inventories, valuation and depreciation and not asset management plans and effective infrastructure asset management) A project level approach (quick responses and approvals, procurement) is not efficient in the current regulatory environment and does not, for instance, effectively drive socio-economic objectives. Getting the right structures, for instance separated construction procurement, regional delivery models between spheres of government, infrastructure clustering (multidepartmental).

23 Snapshot of aspects within the Legislative environment It is starting to improve... The various competency regulations are being aligned with the Engineering Profession Act Issue of MFMA regulations supportive of IDMS will follow those of PFMA. (Draft) Standards influential in supporting IDMS are: Standard for an Infrastructure Delivery Management System, and, Standard for a Construction Procurement System. National Treasury, for instance, are driving: Increased technical involvement in Construction supply chain processes for accountability for related professional practices. Dedicated or separate infrastructure / construction supply chain management process to streamline infrastructure delivery. Composition of the Bid Committees going forward (BSC and BEC particularly) will pick up the minimum competency requirements.

24 Dovetailing with SIAM... ethekwini Municipality is implementing SIAM (Strategic Infrastructure Asset Management) which has a whole of City approach. Whilst preparing for IDMS we also have to look at the following key aspects of SIAM that need to supplement the scope of IDMS as it stands: Portfolio management, aside from looking at new projects, must look at all infrastructure assets we own and their part in service delivery, their condition and required condition at any point in time. Too often we are looking at new assets to be added to our portfolios we are only adding at around 2.2% per annum so a balance is needed. Capital, operational and maintenance strategies need to be looked at concurrently. (Life-cycle cost analysis) Integration is required within a metro across a large range of asset service deliveries often silo structured.

25 IT systems Some Key considerations: External: The lack of a single ERP system across Government and Varied reporting requirements, often from the same data Need for standardised data formats Internal: Varied ERP functionality requiring integration: financial, technical Stand-alone software, diverse applications Data-warehousing type solutions System Ownership, Client driven approach by IT etc...

26 The complexity of IT / software systems Data- bases per technical discipline Document management systems Planning software Spreadsheets Specialist design software Project Management software Project performance software Treasury financial systems Budget JDE Planning software ERP? Repository Contract management SCM systems IS Planning Asset Management software Maintenance Management software Risk Management Resource Planning

27 Our Business Processes required alignment To External: Comparison to IDMS guidelines & templates Comparison to those from PMFA draft regulations... Comparison to those of other LG stakeholders... Internally: Documentation and records Introducing improvements to Departmental procedures Construction procurement process improvements Application of ISO standards Change management...

28 Improvement of our Business Process Business process improvement opportunity dovetails with our SCM ISO 9001 project and our Treasury P2P initiatives where supply chain processes are being reviewed to improve delivery. Opportunity for improvement in terms of alignment to best practice, standardisation and portfolio, programme and project management principles, or simply doing it more efficiently. Reinforcement through laid down visible business process and documentation well beyond the current MTEF will greatly assist / facilitate City / stakeholder planning.

29 In Conclusion... This presentation emphasises the importance of constructive dialogue within the industry as a whole and understanding between us all as to the potential scale of IDMS. IDMS is an opportunity for us all to start dealing with infrastructure delivery in a similar and compatible manner, from a common platform, as National Treasury is promoting. The volume of work required and the strategic importance of systems such as IDMS and their complex environment must not be under-estimated, it s huge! This is a journey...