Digital Transformation – the most successful water infrastructure programmes see data and information captured and treated as digital assets. The partners work together to implement a common digital platform and develop digital tools so teams can work in an integrated, efficient way.  

Project Planning – servicing strategies and forward works programmes are developed and a portfolio of works defined to deliver the programme’s strategic intent. It’s important that contractor partners, operations staff and stakeholders are engaged for input early in the planning and design process. 

A hallmark of the long-term collaborative approach is that concept designs are challenged and tested. Risks and hazards are openly shared, and the partners work collaboratively to eliminate or manage risks through value engineering and safety in design. 

Integration & Teamwork – with partners from the client organisation, designers and contractors work together to deliver the right activities at the right time. There’s a strong focus on developing high performing teams, growing capability, and optimising the programme for continuity of design teams and efficient utilisation of construction plant and resources. A ‘one team’ approach is adopted that focuses on best-for-programme outcomes.   

Improvement – working together to get better and deliver outcomes more efficiently and effectively is a learning journey. There’s no fast and hard rule for improving the way things are done, but a great place to start is embedding a culture of continuous improvement through sharing lessons learnt. 
 
Trialing different ways of doing things and sharing innovations is another excellent tactic – so is improving efficiency by standardising (or sometimes even eliminating) non-value work.

Measurement and Reporting – it’s important in any water infrastructure programme to understand your strategic objectives and develop measures that reflect the performance of the partners. In the quest for ongoing excellence, performance is regularly reported and discussed between the partners - with areas of improvement identified. 

Governance – successful programmes are typically led by a joint governance board with senior executives from the client organisation, designers and contractors coming together to provide leadership and maintain focus on achieving the strategic intent of the programme.