EY-Intelligent-Client-strategic-sponsorship

amanda.clack

EY-Intelligent-Client-strategic-sponsorship

Intelligent Client

How can strategic

sponsorship deliver

improved outcomes in

complex infrastructure

programmes?

Part of the EY Building Future Britain

campaign


It is estimated that US$682bn

is wasted annually on underperforming

projects across the globe,

which translates into £150bn in the

UK alone. How does the UK avoid

this level of waste on overruns

and failures and how do strategic

clients innovate to deliver consistent

world‐class outcomes?

EY Infrastructure: ey.com/uk/infrastructure

Join the debate at @EY_UKInfra

#BuildingBritain


Contents

Introduction ............................................... 1

Intelligent Clienting considerations.............. 2

Today’s client challenge.............................. 3

Benefits of Intelligent Clienting ................... 4

Essential clienting conditions ...................... 5

Commercial imperatives ............................. 7

Roadmap to success .................................. 9

Conclusion ............................................... 13

Meet the EY team .................................... 15

Further reading......................................... 16

Building Future Britain

Britain is facing a decisive moment in

history as the Victorians did in the 19th

century. It’s the first time in 200 years

that the UK has had a proliferation

of infrastructural megaprojects in

the pipeline that will have a longer

term impact on our country. With the

Government’s pledge to increase capital

spending on infrastructure to enable us to

compete on the international stage, the

strength of our economy rests on making

the right long-term investment decisions

now. Today, we have the opportunity

to leave our mark on the infrastructure

landscape and create significant

economic, societal and cultural benefits

for future generations.


Introduction

The UK is on the cusp of a golden age of infrastructure investment

with around £400bn of investment set out in the National

Infrastructure Plan for the ten years to 2022 alone. Yet the needs

of society are changing and we need infrastructure to meet our

needs for tomorrow, not just rely on what the Victorians built.

The case for this level of expenditure is strong and enjoys cross-party

political support, some would say for the first time in generations,

but this level of ambition comes with significant challenges.

Aside from the obvious question marks around securing funding

and supply chain capacity, there are wide-spread questions around

the ability of government and private sector organisations to act as

effective clients in their sponsorship and control of the investment

to ensure value for public money and effective outcomes.

There are good examples of the UK getting it right in recent

history on major infrastructure programmes such as Heathrow

T5, the London Olympics and Crossrail. However, according to the

National Audit Office, one-third of government-funded programmes

and two‐thirds of all programmes still suffer overruns in budget

and schedule. The next big challenges include High Speed Two

(HS2) Limited, Thames Tideway, the New Nuclear and Roads

Investment programmes.

The government recognises the need for greater control and

has established the National Infrastructure Commission and the

Infrastructure and Projects Authority to strengthen central oversight

and monitoring, in addition to existing bodies such as the Major

Projects Authority and various regulators. There is also increasing

use of technology and innovation to empower project delivery,

building on successes in privatised utilities and the use of Building

Information Modelling (BIM) at Crossrail. However, there have

been recent calls for government to become a more ‘Intelligent

Client’, from within political circles and leading independent

professional bodies.

EY wants to help our clients become more effective in their

sponsorship and oversight of large complex programmes to help

realise their infrastructure ambition. In this document we discuss

the context and challenge, the benefits of Intelligent Clienting,

the conditions for success and commercial imperatives. We also

introduce EY Power & Utilities Maturity Model & Architecture

(PUMMA) model which enables rapid programme mobilisation and

fast start-up, along with a suggested road map for how to achieve

the standing of an Intelligent Client.

Source: PUMMA is EY ‘Power & Utilities Maturity Model & Architecture’, a proprietary

approach to programme set-up.

“The Government must become

a much more Intelligent

Client to help infrastructure

projects succeed. It has a lack

of skills to bring projects to

the starting line in an efficient

way. The reality is that all too

often the Government cannot

come up with a specification

or an engineered solution that

allows industry to respond, and

that builds both risk and cost

into projects.”

Stephen Hammond

Former Rail Minister and Chair of the All-Party

Parliamentary Group on Infrastructure

“How can we become

better customers?

How can we engage the

public and communities in

infrastructure?

How can we drive the

use of innovation and

technology in everyday

infrastructure delivery?”

Institution of Civil Engineers

Presidential Thought Leadership discussion

on the role of infrastructure in UK productivity,

chaired by Sir John Armitt and attended by

industry leaders from both the public and

private sector.

1 Intelligent Client Refining the sponsorship model for complex programme delivery


Intelligent Clienting

considerations at a glance

Figure 1: Suggested intelligent questions for clients to ask

How will you

demonstrate

capability

to your critical

stakeholders?

Do you have

access to

global best

practice

and lessons

learned?

How will you

deal with

peaks of

activity and

unforeseen

events?

How much

should be

spent

on programme,

project and

construction

management?

What causes

64% of projects

and programmes

to go over budget

and *73% to go

over schedule?

What are

the critical

conditions

for success?

What is the

optimum

operating

model

for the

programme?

How

will you

evolve

as a client

over time?

Do you

understand

latest technology,

and the

provision

of data and

information?

* EY research and analysis

Intelligent Client Refining the sponsorship model for complex programme delivery

2


Today’s client

challenge

“The Intelligent Client shows clear leadership

by owning the vision and business case, and

champions the programme with stakeholders,

taking a long-term perspective, representing

end-user and operator interests. It understands

what good looks like, what things should cost

and the impact of decisions on benefits, to obtain

value for money and hold deliverers to account.

It is self‐aware of strengths and capabilities,

nurtures and develops talent to adapt to the

environment, and establishes a sustainable client

capability. It supports delivery organisations

to also operate as Intelligent Clients, by providing

clear direction and timely decisions.”

Source: Work with UK Department for Transport, High Speed Rail Group, 2015.

Why Intelligent Clienting?

In recent years the term ‘Intelligent Client’ has emerged

as a definition of good practice in clienting on large complex

programmes. A number of publications have been made

on the subject, building on lessons learned in both the public

and private sectors:

►►

HM Treasury, Infrastructure UK (IUK) & the Infrastructure

Client Group — Improving Infrastructure Delivery:

Project Initiation Routemap (version 1.1 October 2014)

►►

Royal Institution of Chartered Surveyors (RICS)

— The Informed Infrastructure Client (1st edition,

September 2015)

►►

National Audit Office (NAO) — Initiating Successful Projects

(1 December 2011)

These publications focus extensively on ‘what’ needs to be done

through defining desired capabilities in order to ensure more

successful outcomes. Recognising that there is no one size fits

all solution, the IUK and RICS publications provide further useful

guidance on assessing the complexity of the programme in order

to understand what these capabilities should be to ensure they are

fit for purpose.

EY endorses these publications and recognises that further work

is needed to address ‘how’ to achieve the desired capabilities

required to be an Intelligent Client. This is a significant business

change challenge, and needs careful consideration of both how

the programme will operate in an optimum manner and how

to successfully effect change in this context.

EY has combined our extensive experience in complex capital and

transformation programmes to inform a more successful journey

through the programme lifecycle for clients.

We recognise that all complex projects and programmes face

significant challenges as they evolve, yet the most successful

are often characterised by the conditions for success having been

properly established up front. This applies equally to capital as well

as business transformation programmes. Moreover, in order to

pass through formal governance and review points, programmes

need to demonstrate they have met key requirements in line with

IUK and HM Treasury guidelines at two levels:

1

Clients must demonstrate

their capability as promoter or

sponsor for the programme,

which often requires

management of multiple

complex stakeholder interests.

2

Deliverers must demonstrate

they have met their obligations

under their own contractual

agreements. Moreover, it

should be noted that in large

programmes, the delivery

organisation is also a significant

client in its own right.

EY’s recent work at the Department for Transport produced

the definitions shown at the top of these pages for the roles

of Intelligent Client and sponsor, building on but not limited by,

the requirements of the IUK Routemap for large and complex

programmes. The approach outlined in this document also focuses

on establishing the essential conditions and capabilities to be an

Intelligent Client.

3 Intelligent Client Refining the sponsorship model for complex programme delivery


Benefits of

Intelligent

Clienting

“A sponsor owns the business case and acts as

a champion of the programme, taking ultimate

authority and accountability for the successful

delivery of benefits within the constraints of

the business case. The sponsor translates the

business case benefits into a tangible set of

sponsor’s requirements that are passed down

to delivery agents. A sponsor oversees and

governs change against the business case and

the sponsor’s requirements, ensuring alignment

with government policy and objectives.

A key role of a sponsor is to act as a client

to a delivery agent who is responsible for

delivering the programme. A delivery agent

may also be a client to its supply chain —

a programme will have multiple clients.”

Source: Work with UK Department for Transport, High Speed Rail Group, 2015.

The diagram on this page

illustrates typically desired

Intelligent Client outcomes

and a number of important,

practical initiatives aligned

to them, although this

is not an exhaustive list.

Outcomes and benefits

Optimised business case,

benefits, cost, return on

investment, value for money

(vfm)

Indicative outputs and deliverables

►►Vision linked to business case and benefits

►►Business cases at programme and sub-programme level

►►Business case assurance process

►►Benefits strategy and realisation plans

Primary client objective

The right programme is being

delivered at the right time

and cost with a high level

of stakeholder confidence.

Client gets what it needs

and expects from its

delivery agents

Constructive relationships

with stakeholders and

delivery agents

►►Contractual agreements with delivery agents,

with management dashboards

►►Sponsor’s requirements

►►Requirements management framework

►►Integrated assurance plan and framework

►►Instructions procedure

►►Intelligent Client behaviours coaching

►►Clear governance arrangements aligned to delivery

agreements

►►Stakeholder and delivery agent representation

on appropriate boards and working groups

►►Joint team building initiatives

►►Relationship health measurement

Figure 2: Flow down of Intelligent

Client outcomes, outputs and

deliverables.

Roles and responsibilities

understood and a consistent

way of working across the

client organisation

►►Organisation and operating model defined over time,

with interim states aligned to programme milestones

►►Staff surveys

►►Functional capability framework

►►Sponsors handbook

Right skills and experience

in place at the right time

►►Flexible resource and succession plan

►►Pay and reward strategy

►►Skills and competency framework

►►Skills and knowledge transfer

Intelligent Client Refining the sponsorship model for complex programme delivery

4


Essential

clienting

conditions

As a client, you need to ensure that your own organisation

possesses and effectively deploys the necessary capabilities,

and exhibits the appropriate behaviours, to enable it to act

as an Intelligent Client for its programme.

A number of programme management methodologies attempt

to set out a standard delivery framework. However, a one size

fits all approach is unlikely to create the optimum structure for all

programmes, especially the differentiation of roles between client

and deliverers, which depends on a number of factors including:

►►

The relative capability, maturity and scale of the sponsor

organisation and the supply chain

►►

The complexity of the programme or project and risks

to be transferred

►►

Whole-life considerations of the asset or operation

Both aforementioned IUK and RICS publications recognise

the bespoke nature of projects and programmes, and provide the

guidance to clients building on lessons from both the public and

private sector covering the following areas:

►►

Routemap of how and when to use the guidance

►►

Complexity assessment for programmes

►►

Capability assessment for sponsors, asset managers,

delivery clients and market

► ► ‘Align for success’ modules which set out good practice

definitions for requirements, governance, execution strategy,

organisation design and development, and procurement

The IUK and RICS modules are illustrated in the notional operating

model for client organisations opposite.

Clients also need to ask some key questions:

►►

Can you create an improved client and delivery model through building on lessons learned and global best practice?

►►

How will you get there and adapt through the changing needs of the programme lifecycle?

5 Intelligent Client Refining the sponsorship model for complex programme delivery


Figure 3: Attributes of typical client operating model incorporating IUK and RICS modules.

01

02

03

04

05

06

IUK and RICS modules

Effective development of vision

and strategies, internalised by

the sponsor

Clarity of client and deliverer

interfaces, with clear principles

and decision making criteria

Design of resilient client

organisation with clear roles,

authorities and responsibilities

Architecture, processes and

operating procedures across

client and deliverers

Technology, data and

management information to

inform processes and decisions

Values and behaviours of the

parties to support effective

decision-making

3. People

Organisation

(with transitional

states aligned to

key milestones)

1. Vision

and objectives

2. Key operating principles

Capabilities

4. Processes 5. Systems

Requirements

Governance

Execution

Procurement

6. Culture and collaborative relationships

Management

information

Intelligent Client Refining the sponsorship model for complex programme delivery

6


Commercial

imperatives

Successfully managing infrastructure projects has never been

more critical or complex for clients and deliverers alike. Shrewd

stakeholders, funders and challenging business cases make

effective sponsorship and control ever more important whilst

the scale of a project only heightens the difficulties faced.

Using Oil & Gas megaprojects as a benchmark,

EY’s research has found that 64% of such

projects are facing cost overruns and 73%

are reporting delays to their schedule.

So what are the typical commercial questions that Intelligent

Clients need to ask in order to have confidence in a clear cost and

schedule baseline through the programme lifecycle? For example:

►►

How do clients establish a set of requirements that allow early

scope options to be assessed and support robust cost estimates?

►►

Do clients know how to assess good value in on-costs (indirect

costs) including construction, project and programme

management overlays?

►►

As a client, how do we accelerate programme set-up, de-risk

delivery and establish a world-class programme?

►►

Where do we draw the line between sponsor and delivery

organisation and what implications for capability and cost?

Figure 4: Typical ranges for capital programme indirect costs (on-costs).

Low: 2.2%

Utilities

Low: 1.3%

Utilities

Low: 1.4%

Retail

High: 6.4%

Refurbishment

Construction management %

Project management %

High: 3.8%

Social Infrastructure

High: 3.2%

Social Infrastructure

Programme management %

(including procurement, contract admin, project controls, assurance)

Note: A further 1% allowance for ‘engineering management and design review’,

should also be added to either project or programme management depending on

the nature of the programme.

Source: EY research and analysis across projects in the following sectors — utilities,

aviation, refurbishment, retail, social infrastructure and housing sectors.

7 Intelligent Client Refining the sponsorship model for complex programme delivery


Clients also need to know how to define and embed critical

business infrastructure into the programme organisation

they support. This includes efficient mobilisation, clear

relationships between sponsor and deliverers and clarity

over make/build/buy decisions. In particular, effective

data and information to inform client decision making

is absolutely critical. Management Information must be

trustworthy, accurate and assured. There must be a single

source of truth that runs throughout the programme value

chain, from delivery to client.

Figure 5: Case study: EY Global Power & Utilities Maturity Model and Architecture (PUMMA).

PUMMA’s modular structure supports the rapid

development of a full business architecture for

programmes. It comprises of nine integrated layers

and supports methodology to allow the client to

decide what elements they need or don’t need.

Starting with the strategic drivers of your project

it helps identify the key levers within the investment

case that are critical to on-time, on-budget delivery.

Defining these allows PUMMA to help build

a capability model for your business that your

leadership team will recognise and own. This can

be developed further, identifying the management

systems and process scenarios that will enable endto-end

delivery.

Supporting all of this are the process, system

and data models that will enable the project to

operate. PUMMA offers an accelerator to define

these supported by our capital projects knowledge

and experience.

A business change and readiness roadmap will

underpin the transition through the programme

lifecycle by enabling your business to see what

needs to be done and when to make your project

a success.

Strategic drivers

What are the ‘top 10’ measures that will define success?

Investment case

What are the key levers to drive value and deliver on time and to cost?

Business capability model

What the leadership recognise that their business does?

Business management system

The single source of procedural documentation

Process scenarios

How I test that my joined up functions deliver from end-to-end

Process model

The things I do to operate my business

System model

The logical applications I need to automate and enable my processes

Data model

The flow of information through systems to make business decisions

Business change and readiness roadmap

Mapping out what is needed, when and by whom to deliver the change

Intelligent Client Refining the sponsorship model for complex programme delivery

8


Roadmap

to success

The implementation of Intelligent Clienting capability

is a business change challenge that runs alongside the

main programme, and therefore a complicated journey

which needs to address both hearts and minds for those

involved. It is further complicated by the shifting sands of

the main programme which by definition is not a steady

state environment.

This is particularly the case in the early stages

of the programme lifecycle which often has

a heavy burden of external scrutiny and governance,

leaving little bandwidth for affecting successful change

within the client organisation. The following pages set out

the key elements which must be addressed to ensure a

successful journey to become an Intelligent Client.

Mobilisation phase

1. Have a high-level plan

It is important to have a clear plan for the Intelligent Client programme, setting out high-level timelines, activities and deliverables for the main

phases of the journey. In the diagram below, the timelines are shown in months which would be typical, however this will depend on the nature

of the programme and the relative maturity of the client and delivery organisations which in turn dictates how much work needs to be done.

A structured approach such as this allows great ideas to be captured, assessed and embedded early on in the journey, particularly around

the use of technology and innovation. For example, an Intelligent Client must control or specify its data and management information needs,

to ensure it is aligned to and informs key client decisions.

Figure 6: Typical high level plan showing key phases in Intelligent Client journey.

Mobilise Assess

Design Implement

Month 1 Month 2 Month 3 Month 4 onwards

►►

Assign roles

►►

Immediate

support on key

projects and

workstreams

►►

Develop highlevel

work plan

►►

Establish

engagement

governance

►►

Stakeholder

introductions

Technical

►►

Identify and understand, establish ‘as-is’

situation

► ► ‘To-be’ requirements of Review Points, iUK,

long term programme and stakeholders

Transformation

►►

Hearts and minds — people focus

►►

Readiness and impact assessment

►►

Establish forces and barriers to change

in the organisation

►►

Assign roles

►►

Immediate support on key

projects and workstreams

►►

Develop detailed work-plan

for delivery

►►

Establish engagement

governance

►►

Stakeholder consultation on

proposals

►►

Agree resources and

timelines for outputs and

outcomes

►►

Adopt business change practices

►►

Maintain day to day support

►►

Deploy and track initiatives

►►

Deploy knowledge transfer and

capability building

►►

Manage business change

practices

►►

Manage stakeholders

►►

Measure realisation of benefits

and outcomes

►►

Manage risks and issues

Leadership and team behaviours

Sustain

Stakeholder engagement and communications (internal and external)

Knowledge transfer and capability building

9 Intelligent Client Refining the sponsorship model for complex programme delivery


Assessment phase

2. Technical assessment

Undertake a comprehensive assessment of the client operating

model with reference to the IUK modules and other recognised

frameworks. Prioritise the findings in terms of urgency and impact.

3. Transformational assessment

Consult broadly with stakeholders and use workshops to test initial

hypotheses and desired outcomes and outputs of the Intelligent

Client programme and future state. Assess the readiness of the

organisation and stakeholders for undertaking this change journey,

identifying forces for change and barriers to address.

Design phase

4. Workstream clarity

Workstreams must have clear scope, timelines, resource and

ownership. Deliverables must be clearly defined with an agreed

brief, acceptance criteria and interim drafts should be reviewed

with key stakeholders to an agreed schedule.

5. Robust governance

Before commencing implementation, install effective governance

and programme management. Establish and utilise control

measures to support the transition to business readiness.

Figure 7: Illustrative prioritised findings map.

High

Priority/urgency

Medium

Low

Figure 8: Typical core and enabling workstreams.

Typical core Intelligent Clienting workstreams

1. Vision and

objectives

OP

4. Capabilities

S

Management effectiveness

P

VO

Low Medium High

Impact/benefit

2. Engagement

model

5. Systems

and MI

Delivery plan and resource schedule

O

PO

R

Internal role clarity and integration

Programme management

S

PO

R

PO

P

Business case/benefits

VO

R

PO

rganisation and capability

P

OP

Engagement model

R

P

R

P

Assurance

P

P

OP

P R PO

People and

organisation

P VO

P Processes

P

S Systems

Governance

CC

CC

Culture

3. Team and

integration

CC

CC

6. Culture and

relationships

Clarity of role and purpose

CC

R

Require m ents definition

OP

R

VO

nP rogram me visio

VO

Vision and

objectives

OP

Key operating

principles

R

Programme management and

governance plan

Role clarity

Culture and

CC collaboration

Knowledge transfer plan

Stakeholder management

and communications plan

Intelligent Client Refining the sponsorship model for complex programme delivery

10


Roadmap

to success

Implement

6. Implement in phases

Prepare a transformation plan for the client organisation, identifying

workstreams for the short, medium and long term plus interim

states to ‘right-size’ the client structure, all aligned to key phases

and milestones in the main programme.

Figure 9: Typical phased implementation plan.

7. Good practice in business change

The Intelligent Clienting journey requires transformational skills

as well as technical programme skills as this is a hearts and minds

journey for all involved. Pre-agreed communication channels can

be used to communicate the purpose of the initiative to internalise

its culture and values and gather feedback. Recognition of progress,

especially quick wins, can help build confidence and incentivise staff

to support the effort. The Intelligent Client change programme can

also act as a catalyst for wider change efforts in the organisation.

Vision and

objectives

Key operating principles

Internal

organisation

External

Near-term

Standards and role clarity

2. External role clarity

4. Engagement Model

Medium-term

Measured performance

Governance

3. Team roles and

integration

1. Vision/promotion

6. Culture and

relationships

Management

effectiveness

Joint improvement/

re-assess

Resource

planning

Longer-term

Optimised and integrated (refer to page 4)

Optimised business

case, benefits, cost and

VfM realised

Client gets what it

needs and expects from

its delivery agents

5. Capability performance

Roles and responsibilities

understood and a consistent

way of working across the

client organisation

Constructive relationships

with stakeholders and

delivery agents

Right skills and

experience in place

at the right time

Integrated systems

Intelligent

Client

capability

Intelligent Client

communications

5. Capability development

Culture and

relationships

5. Capability framework and targets

People

Process

Systems

11 Intelligent Client Refining the sponsorship model for complex programme delivery


Sustain

8. Leadership and team behaviours

You never stop being an Intelligent Client; it is not a matter

of ‘pass’ or ‘fail’. Rather, it is a continuous journey and

therefore important that a framework for continuing capability

development is embedded into day-to-day sponsorship activities.

This can be achieved by:

►►

Director-level ownership of Intelligent Clienting with

embedded roles (or ‘champions’) across the organisation.

►►

Senior staff demonstrating the desired clienting

behaviours and inculcate a culture of communication,

engagement, trust and transparency.

►►

Incorporating Intelligent Client principles into personal

objectives and scorecards, as well as induction and training

programmes can help make soft skills more tangible.

Capability plans

(people, process, systems)

Programme sponsorship

►►Strategic planning and policy

►►Business case/benefits

►►Requirements

►►Planning and integration

►►Financial management

►►Risk

►►Comms and stakeholder

►►Governance, assurance and learning

►►Management information

Delivery

►►Project management

►►Commercial management

9. Stakeholder management

Strong and effective relationships are key to the effectiveness of

the Intelligent Client. Techniques to help make the journey easier

to understand, break-down barriers and assist stakeholder buy-in

to outcomes, including assuring progress against established

benchmarks, such as the IUK Routemap and P3M3 v3.

Developing high-impact communication and engagement methods

can also help to embed key Intelligent Client principles, such as the

programme’s vision and benefits.

10. Knowledge transfer and capability building

Deliver an ongoing programme of capability improvements, with

appropriate oversight and reporting, including the establishment

and utilisation of control measures to support the transition

through the phases of the programme lifecycle.

►►

Capture key Intelligent Client principles and outputs in a userfriendly

quick reference clienting guide or ‘Client Handbook’.

►►

Ensure access to global best practice and lessons learned.

Intelligent Client Refining the sponsorship model for complex programme delivery

12


Conclusion

Summary

The UK is investing more than ever in infrastructure programmes,

which are also becoming more complex in terms of delivery

models and the stakeholder environment.

There is an accepted need that the UK needs to develop better

skills as clients for its infrastructure programmes to increase

the probability of realising successful strategies and outcomes.

In time, client staff may even develop careers as ‘Professional

Clients’, with appropriate accreditation.

Clients must develop the essential conditions for success

in major programmes, including:

►►

Establishing clear vision and objectives that reflect

complex political, economic and commercial needs.

►►

Designing clear delivery models, including rapid

mobilisation and handover to the client organisation.

►►

Building long-term client capabilities across people,

process and systems.

►►

Establishing effective working culture and relationships

with critical stakeholders.

►►

Be engaged.

How EY can help

Our proven methodology helps to enable that the case

is clear, risk is reduced and implementation is faster.

We have gained this experience on many of the most

complex programmes over many years.

We can access a dedicated team of capital and transformation

programme experts who have gained leading experience

from a wide range of programmes across the globe. This can

help clients get their programmes right first time, including

the use of appropriate empirical evidence, benchmarking

and research into global practices to help enable success.

We leverage our strong relationships with central and

local government, deliverers and supply chain to help

us navigate the landscape across many sectors including

Government and Public Services, Infrastructure, Oil & Gas,

Power & Utilities, Manufacturing and Service Industries.

In addition, we have developed a suite of managed services

which can provide clients with the ability to handle peaks

and troughs of activity quickly and efficiently through

access to flexible, scalable solutions.

EY has been at the forefront of helping clients do this

in a number of ways:

►►

Assess, identify and make the case for an Intelligent

Client programme.

►►

Scope, design, mobilise and deliver the programme.

►►

Provide specialist expertise to support elements

of the programme.

►►

Increase the probability of benefits realisation.

13 Intelligent Client Refining the sponsorship model for complex programme delivery


“A joint team of EY Nichols

supported the DfT High Speed

Rail Group throughout 2015

in establishing Intelligent Client

capability ahead of Review

Points and scrutiny by Major

Projects Review Group. This

involved working in conjunction

with stakeholders including HMT,

IUK and the delivery company

HS2 Ltd. Other support was

provided to major projects

within the HS2 programme;

including Euston, Old Oak

Common and the relocation

of Heathrow Express.”

(David Prout, Director General, DfT High Speed Rail Group)

“As EDF New Nuclear Build

(EDF NNB) integrated advisor,

EY has played a key role

in helping set up Business

Architecture for success.

EY has brought insight around

Capital Programmes, Business

and Technology design to

deliver the right outcomes

for EDF NNB.”

(Andy Parker, Head of Business Architecture & IT,

Nuclear New Build, EDF Energy)

Intelligent Client Refining the sponsorship model for complex programme delivery

14


Meet the EY Team

Amanda Clack

Partner

UK&I Head of Advisory Infrastructure

Tel: + 44 20 7951 8275

Mobile: + 44 7976 403 438

Email: aclack@uk.ey.com

Geoff Smith

Executive Director

Tel: + 44 20 7951 3577

Mobile: + 44 7919 624 119

Email: gsmith4@uk.ey.com

Manish Gupta

Partner

Corporate Finance Head of Transport & Infrastructure

Tel: + 44 20 7951 1702

Mobile: + 44 7876 391 061

Email: mgupta@uk.ey.com

Chris Lewis

Partner

Advisory Head of Infrastructure Megaprojects

Tel: + 44 20 7951 5085

Mobile: + 44 7711 847 047

Email: clewis2@uk.ey.com

Jonathan Moseley

Executive Director

Tel: + 44 20 7760 9345

Mobile: + 44 7469 036177

Email: jmoseley1@uk.ey.com

Richard Barnes

Executive Director

Tel: + 44 161 333 2579

Mobile: + 44 7786 703 070

Email: rbarnes@uk.ey.com

Marketing enquiries

Kevin Corcoran

Infrastructure Lead, EY

Tel: + 44 20 7951 0247

Email: kcorcoran@uk.ey.com

Media enquiries

Nsikan Edung

Media Relations Sr Executive, EY

Tel: + 44 7951 0896

Email: nedung@uk.ey.com

EY Infrastructure: ey.com/uk/infrastructure

Join the debate at @EY_UKInfra

#BuildingBritain

15 Intelligent Client Refining the sponsorship model for complex programme delivery


supported by:

Further reading

Further reports in our ‘Building Future Britain’ series include:

►►

Megaprojects

►►

Digital

►►

Smart

►►

Real Estate and Asset Management

Visit ey.com/uk/infrastructure to read our thought leadership and points of view.

Powering

the UK

Empowering UK growth, jobs

and energy users through

continued investment

Executive summary

2015

Oil and gas capital projects series

Spotlight on oil and gas

megaprojects

UK

construction:

consolidation

ahead

London’s Future InFrastructure:

Who pays and hoW do We deliver?

an initiative by:

in association with:

Powering the UK

2015

Powering the UK sets

out the energy sector’s

contribution to the UK

economy, creating jobs

directly and indirectly

through the supply chain.

Spotlight on oil and

gas megaprojects

Spotlight on megaprojects

kicks off a series that

explores capital projects

in the oil and gas industry.

We researched the

performance of 365 oil

and gas megaprojects and

found that 64% are facing

cost overruns and 73% are

reporting schedule delays.

London’s Future

Infrastructure:

Who pays and how

do we deliver?

The challenges and

opportunities arising

from the capital’s

growing population,

helping London to remain

a global player.

Source: London Tomorrow

an LCCI initiative in association

with EY and supported by

London City Airport.

UK construction:

consolidation ahead

Contractors, small and

medium sized enterprises

(SMEs) and civil engineers

report increasing cost

pressures which are

squeezing margins. What

does the future hold?


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