The government has published its Construction Playbook, setting out key policies and guidance for how public works projects and programmes should be assessed, procured, and delivered.

Crucially it advocates accelerating the digitisation of construction, promoting the further development of building information modelling (BIM), and embedding technologies such as digital twins and the UK BIM Framework.

Building on the government’s Construction 2025 Strategy and the National Infrastructure Strategy, the Playbook has seven key aims:

1. Set clear and appropriate outcome-based specifications
2. Favour longer-term contracting across portfolios
3. Standardise designs, components and interfaces
4. Drive innovation and modern methods of construction
5. Create sustainable, contracting arrangements for better outcomes
6. Strengthen financial assessment of suppliers just in case things go wrong
7. Increase project and programme delivery.

Sounds brilliant – but how do we do it? Setting out these aims is one thing, delivering them is quite another. Handily, the Construction Playbook provides 14 specific policies for improvement, which I’ve reviewed and rated:

1. Commercial pipelines – details of future projects and programmes published 3 to 5 years ahead of requirement. Awesome. ⭐️⭐️⭐️⭐️⭐️
2. Market health and capability assessments – fantastic idea, but tricky to achieve. It requires buy-in not just from industry but from education too. Who is going to provide the new skills being called for? Schools, colleges and universities need to play along too – please don’t just launch another STEM initiative! ⭐️⭐️⭐️
3. Portfolios and longer-term contracting – standardising elements of design to support investment in MMC is a fantastic idea! Aligned to a transparent pipeline, this could really help the industry justify inward investment, though there’s the concern longer-term contracts could freeze out innovative solutions from agile SMEs and start-ups. As long as innovation isn’t stifled, this could be of benefit. ⭐️⭐️⭐️⭐️
4. Harmonise, digitise and rationalise demand – excellent! This is all about using digital tools to aid collaboration, interoperability, cross-sector cooperation and just generally being better! ⭐️⭐️⭐️⭐️⭐️
5. Further embed digital technologies – BOOM! Advocating BIM and the Centre for Digital Built Britain as starting points to head into the exciting world of digital twins and empowered data use. More of this please! ⭐️⭐️⭐️⭐️⭐️
6. Early supply chain involvement – err… yes. Of course. Advocating certainty in project procurement and delivery just makes sense. Why wait to the last minute? ⭐️⭐️⭐️⭐️⭐️
7. Outcome-based approach – focusing on the wider themes of “why” rather than the traditional, transactional “what” is definitely the way forward. It fits in with the Flourishing Systems ethos and makes us consider the benefits delivered by a project, not just the finished product. ⭐️⭐️⭐️⭐️⭐️
8. Delivery model assessments – the document provides a well-articulated six-point plan to determine the best delivery model, then lays out five strategic approaches that are designed to deliver the best client outcome in each scenario. Having this clear process in place can only support the Playbook in achieving its desired outcomes. ⭐️⭐️⭐️⭐️⭐️
9. Benchmarking and Should Cost Models – I won’t lie, “Should Cost Model” is a new one on me. It’s the anticipated whole-life cost of the project but robust benchmarking against centralised data to support decision making is just common sense. ⭐️⭐️⭐️⭐️
10. Effective contracting – there are no big changes or innovative insights into contracts. NEC, JCT and PPC2000 are all advocated with the usual add-on clauses. ⭐️⭐️⭐️
11. Risk allocation – risk should not be distributed to the supply chain without consideration, as it often flows downhill. With a good explanation of risk in the commercial lifecycle, the Playbook advocates active risk management to avoid inappropriate allocation of risk. ⭐️⭐️⭐️⭐️
12. Payment mechanism and pricing approach – taking a holistic approach to procurement to focus on outcomes and value is advised. There is a list of ‘Do’s’ and ‘Don’ts’ which seem obvious but, by their inclusion, obviously aren’t. ⭐️⭐️⭐️⭐️
13. Assessing the economic and financial standing of suppliers – prompt and digital payment processes are advocated but the document stops short of detailing terms. Financial due diligence during the selection process is advised – no one wants to see another Carillion. ⭐️⭐️⭐️⭐️
14. Resolution planning – with Carillion in mind, there’s a whole section on mitigating the impact of a major insolvency. Sadly, in the current climate, this section is worth having. Project Bank Accounts are advocated unless there are compelling reasons not to use them. ⭐️⭐️⭐️⭐️⭐️

The Construction Playbook goes on to describe some key points for good contract management and advocates building and maintaining supply chain relationships, all of which will be music to the ears of the SMEs who make up the bulk of our industry.

Last, but by no means least, there’s a chapter describing the transition to operation – advocating early preparation and adoption of a government soft landings approach, as well as transparent evaluation of projects and programmes success. This chapter could almost be the Playbook for Operance.

I’m aware I’ve just written a fluffy love-in of a piece about the Construction Playbook but I’m fine with that. I’m sure there will be Eeyore’s waiting in the wings, ready to undermine the vision laid out, and yes, there could have been more on carbon but hopefully, even the naysayers will see the benefits of the document.

The Construction Playbook puts digital construction front and centre for our industry and provides a solid foundation on which we can build our future.

Scott Pilgrim   scott.pilgrim@bimsense.co.uk   0113 3281282   Twitter   LinkedIn

We’re delighted to announce Tom Oulton, one of the country’s leading building information modelling (BIM) professionals, has joined the team as Digital Transformation Lead. Tom is Chair of both the UK Constructing Excellence Digital and Constructing Excellence Yorkshire and Humber best-practice organisations. He also sits on the steering group of the award-winning thinkBIM network of specialists. Tom has left his position of five years as Principal Consultant at global real estate and infrastructure consultancy Turner & Townsend to take on the challenge because he believes Operance has the potential to transform the digital construction industry. He will have a key role in driving forward the adoption of our game-changing technology, which will make buildings safer, healthier and more efficient by creating a digital “golden thread” audit trail of information relating to facilities’ entire history, enabling increased ownership and accountability. The pioneering software will define, coordinate and audit building operations and maintenance (O&M) information via the Operance O&M “Coordinate” web application during the design development and construction stage. It will then provide end users with crucial detail in real time via the Operance CAFM “Operate” mobile app post-handover, ensuring risks are managed through the full lifecycle of buildings.

Tom’s new role will include guiding clients through the process of creating an easy-to-manage virtual estate to improve the safety and efficiency of their buildings. “To me, this genuinely is a game-changer,” he said. “There isn’t anything out there that does what Operance does, in the way it does it. “There are software packages that address some aspects of digital estate management, but nothing that brings it all together on one platform that is easily accessible on the user’s phone. “Operance will take the information from cradle to grave and bring together whole life data management for the built environment. “Crucially, it will benefit those that need it most, including housing associations, schools and hospitals. That’s why I believe this is the perfect move for me.” Following the Grenfell Tower disaster, the Hackitt Report was published in May 2018 with 50 recommendations on how to improve the design, build and operation of buildings and facilities to make them safer and more efficient, including creating a digital lifecycle record. A public inquiry into the tragedy is ongoing. “You can’t let a tragedy as terrible as Grenfell happen without it bringing about fundamental change,” said Tom. “You’ve got to break down the system and rebuild it. “Operance is at the very core of this – by defining, curating and managing all the relevant information in the entire lifecycle of a building. Through this software, the concept of the golden thread can now become a reality.”

Based at Hull’s Centre for Digital Innovation (C4DI) tech hub, Operance delivers strategic digital transformation and BIM coordination services as well as developing innovative technology products to enable high-quality digital building information for property owners, developers, contractors and end users.

Scott Pilgrim, Chief Product Officer said: “Tom is renowned for fostering relationships and a supportive culture with customers and industry bodies. “His industry knowledge, vision, leadership and commitment to the successful implementation of digital estate initiatives make him stand out among the construction community. His appointment will be of great benefit to clients aiming to extract greater value from their estates.” Tom Oulton is the latest addition to the growing Operance team. Experienced tech business leader and consultant Nigel Hedley recently joined as Chairman, while Developer Paul Mennell has been recruited to the technology team. They have joined existing colleagues Mr Pilgrim, Chief Executive Ian Yeo and Chief Technology Officer Tim Mutlow.

Ian Yeo, CEO said: “It’s important that everyone we employ has a subset of unique skills and new people are able to enhance and challenge our approach. Our recent appointments tick all those boxes.

To speak to one of the team for more information, call 0800 464 3316.

Scott Pilgrim   scott.pilgrim@bimsense.co.uk   0113 3281282   Twitter   LinkedIn