If you do not require the full range of our advisory services, we can work with you to agree a scope of work (special project) to achieve a specific business outcome, address a particular area of your business or resolve a problem. A selection of special projects that we have delivered to date are listed below.
Dublin City Council (DCC) is the authority responsible for local government in the city of Dublin in Ireland. The council is responsible for housing and community, roads and transportation, urban planning and development, amenity and culture and environment.
Appointed as an information management advisor, tasked with supporting the DCC BIM Strategic Steering Group to steer the council on their digital transformation. To date, advised members of the steering group on the industry developments relating to information management; shared knowledge and experience of approach to digital transformation within similar organizations; and prepared DCC’s BIM Strategy was has been approved by the steering group. This is an ongoing appointment to provide support to the strategic steering group through each stage of the transformation, as and when required.
Transport Infrastructure (TII) Ireland is a state agency in Ireland, responsible for national road and public transport infrastructure. The body was established in 2015 by merging the former National Roads Authority and Railway Procurement Agency. The MetroLink project is the development of a north-south urban railway service, connecting key destinations including Dublin Airport and the City Centre along the 26km route with a total of 25 stations (including 15 new stations).
Appointed as an information management advisor, tasked with supporting TII’s project team to procure, use and manage information in accordance with industry standards and best practice. To date, educated the project team on the information management process defined within UK and international standards; explained the role that the project team have within the process; supported the preparation of an invitation to tender for the outline design stage of the project; attend delivery team information management meetings to ensure information requirements are being met; and prepare a series of functional and non-functional requirements for the procurement of TII’s common data environment. This is an ongoing appointment to provide support to the project team through each stage of the project, as and when required.
As the delivery phase of Qatar’s national rail infrastructure nears completion, Qatar Rail sought to establish their approach to asset information management and development of their asset information model.
Appointed as a freelance consultant, via an external consulting team, tasked with planning and leading on a number of workstreams covering information requirements, asset data standards and business process for each of the key information exchanges triggers; providing guidance on industry standards and best practice; and influencing strategy, policy and governance for asset information management. During the appointment, engaged with internal stakeholders and facilitated and number of workshops to capture and define Qatar Rail’s organisational and asset information requirements, and business process during each information exchange trigger; review and development of asset data standards, including asset breakdown structure and codification; review and reporting on commercial agreements; risk assessment and mitigation; and business change and communication activities. Upon completion, Qatar Rail used the output to engage Rail Operators and other suppliers as a more informed client, enabling them to achieve greater value from their assets and asset information, whilst minimising risk throughout the asset lifecycle.
Transport for New South Wales (TfNSW) sought to procure professional services to support their Digital Engineering Implementation Project (TIMP), the objective of which is to establish the capability and capacity for TfNSW to adopt a unified approach to Digital Engineering, via a business transformation program.
Appointed as a freelance consultant, tasked with supporting TfNSW to plan effectively and to procure the right professional services for the project. During the appointment, undertook a detailed review of the existing implementation plan; identified various procurement strategies; developed the scope, work breakdown structure (covering eight different workstreams over three phases), program of work (over 2.5 years), resource plan and cost schedule for the project; developed the services brief for the appointment; and developed a benefits realisation plan to support the business case. Upon competition, the outputs were incorporated into the invitation to tender, enabling TfNSW to be confident they would engage suppliers with the right capability and capacity to support the implementation and achieve a successful transformation across the organisation.
In response to the growing demand for project collaboration and building information modelling, the organisation sought to measure and increase their existing internal capability and capacity to manage and produce information effectively and consistently in response to client’s information requirements.
Appointed as a freelance consultant, tasked with developing a staged approach to capability growth across the organisation and associated roadmap to support their overall business strategy. Captured the organisation’s corporate vision and objectives for information management via workshops and interviews with business representatives; defined key growth areas, goals and objectives to enable the organisation to identify their current strengths and weaknesses; and developed a high-level roadmap to enable them to plan and monitor progress as the organisation transitions through each stage. Upon completion, the OCM was communicated to leadership teams and key stakeholders across each of the business units in order to gain local support, funding and resourcing for its subsequent implementation.
Network Rail has an established suite of contracts that are widely used on their infrastructure projects. In order to facilitate the adoption of new information management processes and building information modelling, the organisation sought to undertake a review their current contracts.
Appointed as a freelance consultant, tasked with undertaking a review of the current suite of contracts in relation to the new information management processes (developed during a previous appointment) and CIC BIM Protocol (adopted by the UK Government). Undertook a detailed review of each contract and its associated appendices; interviewed commercial and procurement representatives; and documented proposed changes to the current forms of contract, contract requirements and preliminaries. Upon competition, the findings of the review and proposed recommendations were handed over to Network Rail’s commercial team for inclusion into their wider review and update of Network Rail’s suite of contracts.
Transport for New South Wales (TfNSW) sought to understand the ‘appropriateness of BIM’ for their organisation, based on the international experience of similar transport organisations, the benefits it would offer and the initial steps they would need to take for its adoption.
Appointed as a freelance consultant, via an external consulting team, tasked with undertaking an initial study of the organisation and producing the report containing the outcomes of the study, research of international organisations and proposed roadmap. During the study, conducted a number of structured interviews with key business representatives and facilitated cross-departmental workshops to identify benefits, opportunities and challenges. Based on the outcomes of the study, developed an organisational maturity model for information management, upon which the roadmap was defined. Upon competition, the roadmap was presented to the Executive Committee for endorsement and has subsequently been developed, resourced and funded for future implementation.
This high profile infrastructure megaproject, seen as a leading exemplar of BIM Level 2 adoption in the UK, sought an independent and confidential assessment of their internal capability and capacity to meet the requirements of BIM Level 2.
Appointed as one of two industry experts, tasked with undertaking an independent, and confidential internal review; the objective of which was to ensure that the programme’s: software environment in terms of selection, development and scalability is fit for purpose; data management standards, processes and procedures in place are robust; and the resource levels are sufficient to manage a best practice environment. During the review, examined internal documentation and conducted a number of structured interviews with key business representatives in order to produce a final report containing a summary of the findings, conclusions and professional recommendations, for the programme to achieve BIM level 2 maturity; as defined by the UK Government BIM Task Group. Upon completion, the report was presented to the programmes executive committee and subsequently used by the organisation to develop the programme’s information management strategy.
Network Rail’s project delivery organisation, Network Rail Infrastructure Projects (NRIP) – responsible for delivering £4bn worth of improvements to Britain’s railway network over a five year period – sought to develop a baseline set of information requirements, which could be used to establish their Employer’s Information Requirements on future projects.
Appointed as a freelance consultant, tasked with undertaking the development of a structured template for the capture and definition of information requirements by each asset group. During the appointment, reviewing existing information requirements contained within NRIP’s Employer’s requirements; established the criteria for defining information requirements – based on industry standards and best practice; developed guidance notes and exemplars to support adoption. Upon completion, the information management framework was introduced as a product template within NRIP’s Governance for Railway Investment Projects (GRIP) methodology, to be used on future projects.
Network Rail’s project delivery organisation, Network Rail Infrastructure Projects (NRIP) – responsible for delivering £4bn worth of improvements to Britain’s railway network over a five year period – sought to develop a unified approach to the management and production of information across each of its regions and major programmes; to be implemented via business change programme.
Appointed as a freelance consultant, tasked with undertaking the role of subject matter expert for the detailed definition phase of the Information & Document Management Services (iDMS) programme. Based on the organisations corporate vision and aims – defined strategic objectives, capability statements and policy statements for information management; reviewed the current information management processes and procedures; developed a unified set of core processes and processes in support of the organisations strategic objectives and policies; and developed educational material to support business change. Upon completion, the core processes and procedures were incorporated into organisation’s Integrated Management System and subsequently used as organisation’s business requirements, upon which the enabling technology was designed and configured.
The working group, responsible for strategy and development of information management processes and procedures within the UK sought to develop a business case for a proposed business change programme in support of the organisation’s corporate vision for information management and strategic objectives for building information modelling.
Appointed as a freelance consultant, tasked with facilitating the development of a business change initiative to support the development of the business case. Facilitated a number of workshops and interviews with business representatives; documented the organisation’s corporate vision and objectives for information management; defined a detailed business change initiative; and developed a shared change purpose to communicate the change to staff. Upon completion, the business change initiative was incorporated into the business case and communicated across the organisation.
The UK region of this organisation sought to develop an educational framework for each the key engineering, project and commercial management roles within their organisation.
Appointed as a freelance consultant, tasked with creating the educational framework and developing an associated foundation course. Undertook a needs analysis for each role across the business, via workshops and interviews with business representatives; developed the educational framework; developed the foundation course; and delivered the foundation course at various locations around the UK. Upon completion, the scope of the educational framework was subsequently widened and now forms part of a global education initiative.
The organisations learning and development team were tasked by the business to develop a series of eLearning modules to support the business’ unified approach to information management.
Appointed as a freelance consultant, tasked with developing the content for each of the eLearning modules. Developed the structure, content and assessment criteria for each module; supported the learning and development team to create the modules; and tested each module prior to publishing. Upon completion, the eLearning modules were made available to their 15,000+ staff located across 100+ countries.
As a major infrastructure asset owner, investing over £2bn/year upgrading and maintaining its assets, London Underground sought innovative ways to reduce cost, increase efficiency and improve the quality of information relating to its assets.
Appointed as Programme Manager for the Information Modelling and Management Capability Programme (IMMCP), tasked with developing and embedding a unified approach to information modelling and management across London Underground (including the re-integrated project delivery units from Metronet Rail). Developed the business case; secured £2m investment over three years; recruited and managed an internal team of ten consultants; identified key milestones and developed programme schedule; identified and engaged key stakeholders; developed shared change purpose and business change initiative; consolidated existing engineering standards; and led the development of new unified processes and procedures for Information Management and Modelling. Early successes from the programme enabled London Underground to gain certification under PAS55:2008; gain an industry reputation as an informed client; and well on to its way to preparing for BIM Level 2 by 2016. Based on this success, the programme scope was extended across the entire rail and underground group of companies; including London Overground, London Rail (Crossrail), London Tramlink, Docklands Light Railway and Tube Lines.
London Underground’s multi-billion pound stations programme sought a unified approach to the management and production of information, whilst exploiting opportunities to adopt innovative technology, across its many projects; including Victoria, Tottenham Court Road, Bank and Bond Street.
Appointed as Head of Profession for BIM across the stations programme, tasked with providing early commercial and technical support and creating a new team of embedded Programme BIM Managers. Recruited, coached and embedded Programme BIM Managers; developed works information templates for NEC3 contracts; developed Employers Information Requirements (EIR); and developed and delivered educational material to support adoption. Many of the projects are ongoing, however early adopters demonstrated success by the accuracy of tender responses and a reduced number of requests for information; plus London Underground’s £700m Victoria Station Upgrade Project winning the ‘most outstanding project within the Rail and Transit sector’ in the 2010 Be Inspired Awards and the inaugural ‘BIM Project Application Award’ at the 2012 British Construction Industry Awards.
With an average over 150 live projects and an extensive supply chain, London Underground faced significant challenges in managing the vast amounts of information generated internally and produced by suppliers; therefore, to manage its information effectively, sought a centrally hosted and managed environment, accessible to its supply chain.
Appointed as Senior Responsible Officer (SRO) for the Data Management System (DMS) Project, tasked with delivering a new hosted data source (Bentley ProjectWise V8i SS2) configured to support the CDE Process defined within BS1192:2007. Developed the business case; secured £1.3m investment; captured and owned the functional and non-functional requirements; managed procurement via the Official Journal of the European Community (OJEU); developed project schedule; resolved risks and issues; managed suppliers; developed BS1192:2007 compliant workflow; developed modelling standards, methods and procedures; tested and signed-off delivery; and ensured system was brought into managed support. Upon completion, the new system significantly increased the quality of information and significantly reduced business risk by introducing an auditable trail of approval, authorisation and acceptance of information.
London Underground’s business critical engineering information systems were not in managed support and had disparate internal and external business support teams for its Computer Aided Design (CAD) Systems, Geographic Information Systems (GIS) and Document Management Systems.
Appointed as Senior Responsible Officer (SRO), tasked with consolidating business critical engineering information systems and bringing them into managed support. Defined business requirements each system; overseen migration to Transport for London’s ‘Onelondon’ domain; standardised hardware builds; consolidated software licenses; consolidated and re-tendered existing support contracts; and transferred outsourced staff into London Underground. As a result, there was a significant increase in overall performance of the systems; a reduction in support and ongoing maintenance costs; and improved support response times.
The Grangegorman Development Agency (GDA) is a statutory agency established in 2006 by the Irish Government to redevelop the former St. Brendan’s Hospital grounds in Dublin City Centre.
Tasked with the planning and implementation of a complex, multi-phased development, seeking to create a vibrant new city quarter with a diverse mix of uses. Appointed as an information management advisor, tasked with providing guidance and support to the GDA and Dublin Institute of Technology (DIT) in the definition of their respective information requirements for the new development. During the appointment, developed and delivered a two day course for stakeholders on the business drivers of BIM and the client’s role in the definition of clear information requirements to ensure the right information is delivered at the right time; reviewed existing commercial agreements to extract and restructure existing information requirements; facilitated an information requirements workshop with stakeholders; and undertook an assessment and gap analysis of the information requirements, along with recommendations for future development and adoption. Due for completion in May 2017, the GDA and DIT will use the output to develop their Employer’s Information Requirements (EIR) for future appointments.