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Challenges of Major Infrastructure Projects

  • 4 minute read
  • Published by Raymond Dalgarno on 19 Feb 2022
  • Last modified 22 Feb 2022

Major infrastructure works and the hovering pitfalls of complex programme/project execution…

Is there a mitigating solution?

Large complex projects involving Multiple Stakeholder Project Teams; Evolving Technologies and Supply Chains – ranging from Private Sector Organisations to Government Departments (Regional/National), and Industry Regulators to Special Interest Groups. Frequently this results in programme & project time overruns, budget blow-out, technology disconnects, risk management lapses, each of which can lead to a seriously compromised programme.

In major infrastructure programmes & projects, there are many unknowns and assumptions built into the initial blueprints. A typical key requirement is the need to track, trace and monitor physical assets along with the associated personnel, also, trustworthy auditable lines of communication amongst all stakeholders assumes vital importance. Capabilities such as these need to be reliably, logically connected, fully maintained and safely stored for rapid retrieval as the programme develops within the related project timelines.

Furthermore, it is considered unlikely that every project team within every stakeholder and supply chain vendor will be utilising the same Project Management system or other related point systems. This in-turn creates the need for integration between the disparate point systems and the main programme management hub if data interpretation and transposition errors are to be minimised.

Is it possible for such time-consuming demands, with so many interrelated lines of communication and differing IT-systems to be managed in a reliable, collaborative, trustworthy, non-disruptive manner? Even the best researched and clearly defined project blueprint is not guaranteed to meet its goals.

According to a 2019 KPMG, AIPM, and IPMA global survey, only:

  • 19 % of organizations deliver successful projects, at least most of the time
  • 30 % of organizations deliver on time
  • 36 % deliver projects on budget
  • 44 % deliver projects that meet original goal and business intent
  • 46 % of projects delivered receive stakeholder satisfaction

Indicative statistics such as these can only have worsened through the advent of the Covid-19 pandemic and its aftermath, with its ongoing impact on people and supply chains.

How therefore can risk exposure in major complex infrastructure projects be minimised?

Can we achieve greater reliability of project control through improved collaboration, innovation and responsiveness?

A contributory answer to such questions is the clear-eyed evolution of our Hyper-Connected and Automated Business Operating System (HCABOS) – AFFECTLI – as the gold standard in “Manager of Managers” toolkits.


The essence of this HCABOS Platform is predicated on a highly secure common inter-active communications hub, to which is linked all related project-business actions derived through pre-defined business process automation engine rules.

Seamless integrations with the various back-office point-solutions, complemented by dynamic streams from the IIOT devices and co-ordinated in concert with this communications’ hub, provide the AFFECTLI “central nervous system” with the relevant information flows, acting like nutrient energy streams constantly enriching the hub. All of this data then feeds into a secure programme/project data lake offering instant & subsequent deep ML and AI analytics.

In the words of the CEO and Founder of AFFECTLI, Glen Scott:  “Quick wins can be achieved with the right solutions – insights drive excellence. However, even with the best people and systems in place, it will not solve the problem because digital maturity within complex programmes and projects cannot be achieved overnight. A successful strategy is a steady hand on the rudder, – not a sprint, not chopping and changing of point solutions – and it requires sustained rigorous yet pro-active flexibility, in the application of People, Processes and Systems logic within the projects to achieve best in class collaboration, increase ever-more successful relationships and reduce complexities – the core ethos that is at the very heart of our software architecture.”

This philosophy, carefully implemented, unites the interconnected infrastructure programme elements and logic, to deliver the AFFECTLI Optimum Performance Zone for maximising projects’ success, growth and longevity in pursuit of delighting the stakeholders.

ENDS.

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