Intelligent Client Capability Framework

The Institution of Civil Engineers (ICE) is an international membership organisation that exists to promote and advance civil engineering around the world. ICE was founded in 1818 by three young civil engineers, who held the first meeting at the Kendal Coffee House in Fleet Street. In 1820 Thomas Telford became the first President of ICE and helped the Institution to gain its Royal Charter in 1828. ICE now has a global reach with over 80,000 members in 167 countries. We are proud to represent some of the very best civil engineers in the profession. We are governed by Royal Charter and are a registered charity in England, Wales and Scotland. As defined by our charter, our charitable object – to foster and promote the art and science of civil engineering – is a purpose which is for the benefit of society as a whole.

1 Intelligent Client Capability Framework

Intelligent Client Capability FrameworkThis Framework is for Civil Engineers who are in roles supporting Client organisations for the delivery of major projects and programmes. It is a supplement to the ICE Competency Framework for Professional Development post-professional review.

This Framework is not intended as a guide for client organisations, but as a tool for individual members who wish to reflect on the capabilities they may require in support of the client function.

ContextThe SponsorSponsor organisations are responsible for ensuring the strategic alignment of the project or programme. They should be the owner of the investment and enable the realisation of benefits by ensuring the overall business change maintains focus, has clear authority and that the risks and key stakeholders are actively managed.

The Intelligent ClientIntelligent Client organisations are capable of specifying the requirements to external participants and managing the delivery outcomes. Fundamental to this is the selection appropriate private sector participants and the management of those relationships to maximise value.


BackgroundThe capability of the client and its relationship with stakeholders, both the sponsor organisation and the supply chain, has a direct effect on the achievement of efficient and sustainable outcomes. Intelligent Clients are therefore firmly at the centre of efficient, productive, value-for-money relationships with the sponsor and supply chain.

While it is recognised that varying operating and delivery models impact the breadth and depth of the required client capability, the term ‘Intelligent Client’ crucially refers to the capability and capacity to manage the process of translating policy to outcomes.


Intelligent Client – Responsibility and Relationships

Delivery

Responsibility

Sponsor Responsibility

External Stakeholders

Internal Stakeholders

Policy/ Requirements

Outputs/ Outcomes

Sponsor Interface

Supply Chain Interface

Client Responsibility


The FrameworkThe Intelligent Client Capability Framework outlines client capability in seven key areas and breaks it down into the individual capabilities that have the potential for development in support of the delivery of major project or programme outcomes. The purpose of this framework is to provide a guide for members who find themselves working in a ‘client’ capacity. The Framework incorporates the principles used in Infrastructure UK’s; “Improving Infrastructure Delivery – The Project Initiation Routemap” (IUK 2014) developed to support successful clienting of major economic infrastructure. The Framework provides a structured means of self-assessment, helping members to reflect on their own practice and identify areas for development and the incorporation of best practice.

The Intelligent Client Capability Framework builds on the ICE Competency Framework (further information in Appendix A) by providing role-specific guidance and therefore should be considered as one aspect of continuing professional development. It is not a performance assessment, a recruitment tool or an official standard. It is a systematic means of identifying areas for capability enhancement for individuals who are undertaking the role of the client. This is achieved through the consideration of the issues associated with the role during project/programme initiation, procurement and delivery including:

• Adequately testing the business case; • Providing continuity of investment/funding; • Accurately translating and communicating the high level requirements to key stakeholders; • Ensuring maximum value is derived from all relationships;• Supporting those relationships with responsible and effective governance arrangements and

appropriate interface management; and• Articulating the nature and shape of the organisation required to deliver.


Intelligent Client

Testing the Business Case

Organisational Design and

Development

Responsible and Effective Governance

Continuity of Investment/

Funding

Translating Requirements

Maximising Value

Interface Management

Capabilities


How to use the Capability FrameworkThe self-assessment is completed through reflection on the capability indicators detailed under the seven capability areas in the context of the capability definition provided.

For each indicator, the user should:

1. Consider whether the attribute is core to their role in the client function or whether it is not necessary given the specifics of the project or programme (if deemed not necessary, continue to next indicator);

2. Reflect on whether they are effectively managing or applying the attribute and the implications for the project or programme should that capability not be fully exploited;

3. Identify areas for continued exploitation or improvement.

Additional Client guidance in support of the areas for improvement can be found in Appendix B.


IC1 Testing the Business Case: Critical review and objective challenge of the business case to ensure that the specification will achieve the required benefits and value for money.

Capability Indicators Core/Not Necessary to Role

Effectively/Not Effectively Managed or Applied

Areas for Improvement

IC1.1 Applies future thinking. Able to set and work to long-term objectives and considers influences (political horizons, etc.) that may impact the project/programme in the long term including operation/maintenance/hand-over.

IC1.2 Understands the need and can clearly articulate the benefits/end state/outcomes.

Is this capability fundamental to fulfilling the role of the client given the complexity of the project or programme?

Is this capability being used to the full advantage of the organisation/project or programme?

Identity areas for further use or development, available guidance and where/when should advice be sought.


IC1 Testing the Business Case: Critical review and objective challenge of the business case to ensure that the specification will achieve the required benefits and value for money.




IC1.1 Applies future thinking. Able to set and work to long-term objectives and considers influences (political horizons, etc.) that may impact the project/programme in the long term including operation/maintenance/hand-over.

IC1.2 Understands the need and can clearly articulate the benefits/end state/outcomes.

IC1.3 Proactively evaluates the business case against alternative solutions for achieving the benefits/end state/outcomes.

IC1.4 Considers the implications of taking the investment forward and the systemic risks with relation to ambiguity, complexity, delivery approach and financial assessment.





IC1.5 Applies cost intelligence, understands value for money and the opportunities and challenges presented by various funding and delivery models.

IC1.6 Able to adequately define success and ensures investment decisions do not give away value.

IC1.7 Challenges specialist requirements.

IC1.8 Lobbies for the appropriate measures of success.

IC1.9 Regularly re-evaluates the business case to ensure it remains viable.


IC2 Continuity of Investment: The ability to maintain the momentum of investment appropriate to the needs of the stakeholders and the supply chain for the efficient delivery of outcomes.




IC2.1 Ensures the agenda is one of efficiency and not short-term commercial gain, prizes whole life value over cost.

IC2.2 Ensure funding is guaranteed before committing other stakeholders to significant investment/expenditure.

IC2.3 Seeks to understand the cost base of the supply chain and works to align/jointly develop the business need – understands the implications of different funding models.

IC2.4 Able to find and maintain benefit from a visible pipeline and appropriate supply chain relationships.





IC2.5 Ensures the establishment of a strategy and culture for recycling savings back to stakeholders.

IC2.6 Acts in a manner that demonstrates a sound understanding of the expected benefits and the consequences relating to a sequence of actions (i.e. the risks and opportunities).

IC2.7 Demonstrates the ability to delivery a convincing argument and establish buy-in.


IC3 Translating Requirements: The ability to effectively interpret/specify and challenge the requirements for the establishment of the project/programme purpose, delivery principles and roles before the detail.




IC3.1 Considers and accurately interprets the sponsor and stakeholder requirements for the maintenance of a robust business case.

IC3.2 Able to effectively translate policy/high level requirements into outputs/outcomes through the clear articulation of a vision, goals, strategies and prioritised action for maximum benefit achievement.

IC3.3 Able to translate service requirements into clear functional/technical requirements. Ensures there is continued strategic fit and line of sight.





IC3.4 Ensures project/programme objectives supersede individual stakeholder objectives.

IC3.5 Takes ownership and provides direction for the achievement of the requirements. Able to challenge changes from above.

IC3.6 Communicates and gains agreement of appropriate measures of success aligned to the business case.

IC3.7 Embeds flexibility where needed.


IC4 Maximising Value: The ability to add value through the establishment of relationships and incorporation of best practice.




IC4.1 Assesses the delivery environment to identify opportunities and challenges, interrelationships, implications and potential benefits.

IC4.2 Applies delivery strategies and models.

IC4.3 Identifies opportunities for maximising value from new ways of working. Understands the benefit and limitations attributed to varying approaches.

IC4.4 Identifies areas for collaboration/learning with and from other clients and projects. Only uses bespoke solutions when necessary.





IC4.5 Encourages innovative practice and understands the appropriate timing and forms of engagement and collaboration (e.g. early contractor involvement).

IC4.6 Makes informed use of the competition process appropriate to the situation and the requirements/ specification.

IC4.7 Appreciates and incorporates whole life solutions, carbon reduction and lean principles and concepts. Understands where and when solutions need to remain flexible to change in order to gain value.

IC4.8 Proactively identifies ways to improve efficiency and effectiveness. Utilises evidence-based good practice from other investments/ sectors to add value and increase the likelihood of successful delivery.

IC4.9 Values mutual gain and early engagement as tools in pursuit of a common goal.


IC5 Responsible and Effective Governance: The establishment and maintenance of a clear governance structure founded on the principles of honesty, accountability and integrity.




IC5.1 Endeavours to operate in an open, adaptable and honest manner with all stakeholders. Is consistent in their attitude towards others.

IC5.2 Demonstrates personal responsibility for delivering the anticipated benefits. Sets and adopts the organisational values.

IC5.3 Maintains a visible authority structure that promotes timely and robust decision-making.

IC5.4 Works toward the appropriate treatment of risk both in terms of management ability and pairing benefit with liability.





IC5.5 Implements the appropriate processes and procedures to ensure clear communication channels for timely and informed decision-making and performance management.

IC5.6 Ensures the required functional arrangements appropriate to the delivery strategy. (Establishes one client ‘face’. Does not encourage man-marking.)

IC5.7 Establishes effective milestones/check points to ensure the project/programme is realising outcomes/ benefits.


IC6 Interface Management: The alignment of all stakeholder organisations to maximise the potential of the programme/project.




IC6.1 Provides proactive leadership and direction to all stakeholders to achieve agreement of the expected outcomes and benefits.

IC6.2 Able to recognise interdependencies and potential issues in the management of internal, external, formal, informal, temporary and permanent interfaces. Works to create an environment with manageable interfaces.

IC6.3 Recognises and takes advantage of efficiencies across interfaces with an appropriate attitude to risk and reward.





IC6.4 Able to bridge interfaces between the stakeholder organisations. Demonstrates strong inter-personal understanding and behaviours to maintain support of the business case.

IC6.5 Works to align the objectives and priorities of stakeholder organisations. Manages expectations appropriately.

IC6.6 Shares relevant information across the interfaces in a timely manner for effective decision-making.

IC6.7 Able to engender trust between stakeholder organisations. Leads by example.

IC6.8 Understands how to create effective cultures around the interfaces through communication, integration and incentivisation. Challenges adversarial behaviour and establishes a safe and collaborative culture.


IC7 Organisational Design and Development: The effective identification, deployment and management of organisational and individual capability in order to achieve the outcomes.




IC7.1 Understands the capability and capacity requirements of varying approaches to delivery.

IC7.2 Collaboratively identifies the systemic maturity of all stakeholders and constructively designs an action plan for development and capitalising on strengths.

IC7.3 Is self-aware. Takes a realistic attitude to own capability and market capacity.

IC7.4 Seeks to align the capabilities between the sponsor, client and supply chain appropriate to the undertaking. Ensure responsibility sits with those best able to manage it.





IC7.5 Understands and plans for how capability and capacity needs may change over the life of the investment. Employs the principals of organisational design and development.

IC7.6 Actively identifies situations that may stress, underutilise or duplicate available capability.

IC7.7 Incorporates lessons learned and actively shares good practice both internally and externally. Engages the expertise of others.


Appendix A – ICE Competency Framework Information

The ICE Competency Framework for Professional Development works in accordance with ICE guidelines to support its members in the identification of areas for professional development.

As part of a continued commitment to lifelong learning and continuous professional development, the Framework compliments the professional review process with informal self-assessment aimed at helping members with the training needs analysis necessary to support a deeper understanding of civil engineering and the skills required for professional practice.

The Framework serves as an additional route for translating Institutional objectives and long-term goals to the members, providing the individual with a clear picture of the knowledge, skills, behaviours and attitudes that are recognised and valued – whether they are core to the profession or those that underpin work in general. It is envisioned that the Framework will help to engender those competencies attributed to a well-rounded practitioner at the heart of society, one who actively works to further the discipline, professional image and foster a greater public trust.

The Framework assesses professional competencies across the following areas;


Practice Competency Elements of Behavioural Competency Elements of Contextual Competency

• Knowledge Application• Problem Solving• Decision Making• Organisation and Planning• Quality Management• Technology Management• Information and Knowledge

management• Resource Management• Achievement Orientation• Health and Safety

• Professional Attitude• Self Management/Time

Management• Human Resource Management• Leadership• Communication• Collaborative Working• Teamworking Skills• Adaptability• Negotiation and Influence• Initiative• Creativity• Information Seeking• Assertiveness

• Strategic Thinking• Organisational Awareness• Organisational Commitment• Commercial/Market Awareness• Finance• Sustainable and Resilient

Approach

The Competency Framework is available for ICE members to access at: www.ice.org.uk/My-Ice/Competency-Framework


Appendix B – Client GuidanceAPM Governance of Project Management Specific Interest Group (2011) Directing Change - A guide to governance of project management. APM, London

Bradley G (2010) Fundamentals of Benefit Realization. The Stationery Office (TSO), London. Franklin M (June 2008) Focus on Skills: Leadership Skills for Project and Programme Managers. TSO, London.

Cabinet Office (2012) Portfolio, Programme, and Project Management Maturity Model (P3M3).

HMT (2004) The Orange Book – Management of Risk, Principles and Concepts. Her Majesty‟s Stationery Office (HMSO), London.

ICE Best Practice Panel (2009) Client Best Practice Guide. Thomas Telford, London.

Infrastructure UK, HM Treasury and Lord Deighton (July 2014) Improving Infrastructure Delivery: Project Initiation Routemap Handbook https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/330374/0208_Routemap_Handbook.pdf IUK, London

Infrastructure UK, HM Treasury and Lord Deighton (July 2014) Requirements Module - Improving Infrastructure Delivery: Project Initiation Routemap https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/330361/Requirements_Module.pdf IUK, London

Infrastructure UK, HM Treasury and Lord Deighton (July 2014) Governance Module - Improving Infrastructure Delivery: Project Initiation Routemap https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/330378/Governance_Module.pdf IUK, London

Infrastructure UK, HM Treasury and Lord Deighton (July 2014) Execution Strategy Module - Improving Infrastructure Delivery: Project Initiation Routemap https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/330364/Execution_Strategy_Module.pdf IUK, London

Infrastructure UK, HM Treasury and Lord Deighton (July 2014) Organisational Design and Development Module - Improving Infrastructure Delivery: Project Initiation Routemap Handbook https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/330366/ODD_Module.pdf IUK, London

National Audit Office (December 2011) Initiating Successful Projects. NAO, London.


National Audit Office (April 2011) Lessons from PFI and other projects. TSO, London.

National Audit Office (March 2010) From Private Finance Units to Commercial Champions: Managing complex capital investment programmes utilising private finance. A current best practice model for Departments. NAO, London.

National Audit Office (2009) Opinion pieces on improving commercial skills for complex government projects. NAO, London.

National Audit Office (October 2013) Understanding challenges in delivering project objectives http://www.nao.org.uk/report/deca-understanding-challenges-delivering-project-objectives/

Office of Government Commerce (2006) Business Benefits through Programme and Project Management. TSO, London.

Office of Government Commerce (May 2010) http://webarchive.nationalarchives.gov.uk/20100503135839/http:/www.ogc.gov.uk/procurement_documents_best_practice_guidance_.asp

Office of Government Commerce (2008) http://webarchive.nationalarchives.gov.uk/20110601212617/http://www.ogc.gov.uk/documents/Introduction_to_Public_Procurement.pdf

Office of Government Commerce (2005) http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/cp0013.pdf

Office of Government Commerce http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/KeyPrinciplesOfBenefitsManagementv1.pdf

Office of Government Commerce (April 2011) http://webarchive.nationalarchives.gov.uk/20110601212617/http://www.ogc.gov.uk/policy_and_standards_framework_welcome_to_the_how_to_buy_guide.asp

Office of Government Commerce (April 2011) http://webarchive.nationalarchives.gov.uk/20110601212617/http://www.ogc.gov.uk/policy_and_standards_framework_complex_procurement.asp

Office of Government Commerce (July 2004) http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/Guidance_to_reduce_the_risks_of_over-dependency_on_a_supplier.pdf

Office of Government Commerce (July 2004) http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/guidance_managing_successful_programmes_4442.asp


ICE Capacity building panel membersJohn Beck, Independent Consultant

Prof. Denise Bower, University of Leeds/ Major Projects Association (Chair)

Donnie MacNicol, Team Animation

Nancy Madter, University of Leeds

David Neeve, Arup

Lynne Rogers, CH2M HILL

Mike Rogers, ICE

Mark Ruddy, Transport Systems Catapult

Andrew Stanley, ICE

Dermod Sweeney, Independent consultant

Lila Tachtsi, Atkins

Mike Tweedle, Independent Consultant

Guy Wilmshurst-Smith, Network Rail


Institution of Civil EngineersOne Great George StreetWestminsterLondon SW1P 3AAt +44 (0)20 7222 7722f +44 (0)20 7222 7500www.ice.org.uk

About the ICE GroupThe ICE Group is made up of the Institution of Civil Engineers (ICE), Thomas Telford Ltd and the Benevolent Fund (BFICE). Whether we are providing member services, sharing civil engineering knowledge, selling our products, or delivering a high standard of service, everyone involved in ICE Group is committed to creating the worldwide homeof civil engineering.

Registered charity number 210252.Charity registered in Scotland number SC038629.

Intelligent Client Capability Framework

Documents

Transcript of Intelligent Client Capability Framework