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TRANSCRIPT
IDMS – PMSA Infrastructure Project
Management Congress, Durban, 16/17
September 2013Greg Evans: Strategic Executive – Engineering Unit
IDMS
“Infrastructure Delivery
Management System”
SECTION ONE
Introduction to IDMS and the Pilot for Local
Government application
SECTION TWO
Starting to understand the environment for Municipal
Application
IDMS
SECTION ONE
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.
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...
IDP... DP1: Portfolio Management
DP1-2 Programme ManagementDP1-1 Infrastructure Planning
Review Infrastructure Asset
Management - prioritised MTEF works list
(incl portfolio level Work Plans)Develop
/review ConstrProc Strat
Develop
/review IPMP
Manage Implementation
Authorise
Implementation
Monitor &
ControlClose Out
DP2: Project Management
DP2-1 Implementation Planning
Prepare
Packages
Define
Packages
Develop/Review
IPIPs (Prgr & Proj level)
DP2-2 Design
Design
devlpmt
Detailed
design
Compile
MFC Info
DP2-3 Works
Construct / Deliver works
Handover works
DP2-4 Close Out
Contracts Close Out
AdminstrClose Out
DP3: Operations & Maintenance
DP3-1 Recognise &
accept assets
DP3-2 Mobilisation
for Facilities MgtDP3-3 Operations DP3-4 Maintenance DP3-5
Demobilisation of Facilities Mgt
Informed by: Long term PIPELINE and Infrastructure ASSET MANAGEMENT Principles
IDMS key delivery processes... 2
IDMS why is it needed
• 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,
...TO BE UNDERSTOOD
ACROSS ALL OF THE
INFRASTRUCTURE
DELIVERY SPECTRUM, TO BREAK DOWN
BOUNDARIES.
• 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...
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.
• 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.
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
The IDMS Roadmap
1
2
3
4
• 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.
IDMS pilot group activity
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
SECTION 2: STARTING TO
UNDERSTAND THE ENVIRONMENT
FOR MUNICIPAL APPLICATION
ETM: Getting the basics right first... summary
• Efficient information management [Duplication / conflicting / ad-hoc / silo-
based ...]
• 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.
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 ...
Information management
The PIPELINE concept...
INPUT
Objectives / needs / requirements / stakeholder consultations / planned, existing and new project details...
OUTPUT
Prioritised, packaged and approved
programmes & projects meeting MTEF (medium term expenditure framework) &
other delivery objectives...
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...
In a little more detail: interactive model
12
3
4
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
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 (multi-departmental).
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.
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”.
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...
ERP?
Repository
The complexity of IT / software systems
Data- bases per
technical
discipline
Spreadsheets
Specialist
design software
Asset
Management
software
Maintenance
Management
software
Project
performance
software
Treasury financial
systems
SCM
systems
Planning
software
Contract
management
Document
management
systems
Risk
Management
IS
Planning
Resource
Planning
JDE
Project
Management
software
Budget
Planning
software
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...
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.
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....