How to deliver a solution addressing transport challenges

Addressing Transport Challenges – Part 5 Delivery

In the previous articles I described the first four steps in addressing transport challenges. In this article I will outline the fifth step – Delivery.

Delivery means outlining the approach to deliver a solution address a transport challenge(s), including consultation and coordination and subsequently evaluating the results.

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Transport Business Cases – 7 success principles to make options real

Investment appraisal is about deciding the option that promises the best return, relative to the risk of failure involved. What are the success principles that help you in developing a robust business case?

For a private investor considering an investment, the project option that returns the best profit, relative to the amount invested and the risk of that investment, is likely to prevail. And if the private investor could earn a better rate if they invested in a low risk product such as a 10 year government bond, why would they risk doing any project?

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Use DICE to beat the odds

Successful project management use DICE factors to beat the odds.

Ask four different project managers what are the critical factors of successful delivered projects and you will probably get four different answers. This is because they each would have different lessons learned from their own experience.

Extensive research by the Boston Consulting Group found a correlation between the outcomes (success or failure) of change programs and four hard factors – referred to as DICE factors: duration between project reviews; performance integrity or the capability of the project team; commitment of both management and staff; and additional effort involved in implementation. Although originally developed at BCG, this has now become widespread in project and program management offices.

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Challenges in managing transport projects

There is increasing pressure by governments and the community for well planned and delivered transport projects that meet the agreed time, cost and quality requirements.

Infrastructure Australia in their 2013 National Infrastructure Plan [1]
outlined a number of major challenges facing transport, and in particular the need to improve project management.

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Delivering excellent projects requires freedom to innovate

Project management for transport has come a long way in recent years, with development of formal project management processes by agencies, and skilling of project managers through formal training and on-the-job mentoring.

Delivering a project, whether it be a policy or planning type project, an infrastructure project, or a service review or implementation, certainly requires a formalised process, with good checks and balances, and clear roles and responsibilities, all the way through.

But what makes the difference between a good, well-managed project and an excellent project?

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