Civil Engineering Reference
In-Depth Information
if necessary, with the help of required expertise for specifi cally identifi ed
problems, such as process improvement or value engineering. These
action plans can be prepared, for example, using an RACI matrix.
RACI is a systematic method of managing change effectively. The term
'RACI' is an acronym representing responsible, accountable, consulted
and informed, which are the designations assigned to key individuals.
The fi rst step is to appoint an individual to be
responsible
and to
take charge of the process. The second step is to identify a member of
staff in authority, who must sign off any decisions and to whom the
responsible person reports and is therefore
accountable
. Discussions
need to involve others, who are
consulted
and participate in the process.
Finally, those who may be affected by the change need to be
informed
of the decision. The implementation and subsequent performance
change highlighted in the action plan can then be monitored by the
programme supply chain manager responsible for the particular cluster
or project.
In construction, the sharing of knowledge and expertise beyond the
usual commercial barriers can help to improve delivery and operational
processes. If members of the supply chain benefi t from their experience
of collaborative and integrated working, it can be argued that this could
be seen as a legacy of the programme.
Control
Monthly operational data collected by the programme and project supply
chain managers informs continuous gap analyses, by frequently compar-
ing the difference between actual and expected or planned performance.
The monthly monitoring at a project or sub-project level can then be
complemented with quarterly meetings of projects or clusters to assess
and compare performance. The process of measurement, monitoring and
management in itself forms a virtuous cycle for continuous improve-
ment and subsequent supplier development.
Monthly operational KPIs are also submitted to the programme supply
chain managers by the contractors and their suppliers. The supply chain
managers in turn report the headline fi ndings on a regular basis to the
client body to demonstrate the strategic delivery and progress of the
programme. This data can also be published at a headline level to
the programme's external communications team, possibly even on the
programme's own website, to demonstrate transparency, manage expec-
tations and motivate continuous improvement of all stakeholders. This
