Business Analysis All shook Up

Business Analysis All shook Up Karin Lehmann Sonia Chaker

Before. Video by Lukas Kaupenjohann

September 4 th 2010 4:35am Video by Noel Leeming

Legend Areas of observed liquefaction Port Hills area! Approx Scale 1:50,000 0 500 1000 1500 2000 2500 (m) Notes: Low-resolution aerial photos sourced from Google Earth (Copyright: 2009). High-resolution aerials provided by New Zealand Aerial Mapping (February 2011) Property boundaries provided by Christchurch City Council Canterbury Earthquake Recovery Authority DRAWN DRAFTING CHECKED APPROVED FILE :. APPROX. SCALE (AT A3 SIZE) NTS PROJECT No. FIG. No. CERA CANTERBURY EARTHQUAKE RECOVERY Land Damage Map Land Damage After 4 September 2010 REV. 0

Legend Repairs > $100k (houses which had significant damage but could be economically repaired Rebuilds (houses which are beyond economic repair)! Confirmed rebuilds (houses which were confirmed to be beyond economic repair) Approx Scale 1:50,000 0 500 1000 1500 2000 2500 (m) Notes: Low-resolution aerial photos sourced from Google Earth (Copyright: 2009). High-resolution aerials provided by New Zealand Aerial Mapping (February 2011) Property boundaries provided by Christchurch City Council Building damage based on data provided by AMI, Ansvar, EQC, FMG, Housing New Zealand, IAG, Lumley, MAS, Tower and Vero Canterbury Earthquake Recovery Authority DRAWN DRAFTING CHECKED APPROVED FILE :. APPROX. SCALE (AT A3 SIZE) NTS PROJECT No. FIG. No. CERA CANTERBURY EARTHQUAKE RECOVERY Aggregated Building Damage Map Building Damage After 4 September 2010 REV. 0

Christchurch City Council (CCC) set up the Infrastructure Rebuild Management Office (IRMO) to fix Horizontal Infrastructure : Roads Waste Water Systems Fresh Water Systems Storm Water Systems

February 22 nd 2011 12:51pm Material sourced from the Ministry of Civil Defence and Emergency Management(MCDEM) Christchurch Earthquake Footage which is licensed by MCDEM for reuse under the Creative Commons Attribution 3.0 New Zealand Licence.

Legend Building Damage Ratio (Repair cost estimate / replacement cost) 0% - 20%! 20% - 40% 40% - 60% 60% - 80% 80% - 100% 100% (rebuild because it is uneconomic to repair the building) Approx Scale 1:50,000 0 500 1000 1500 2000 2500 (m) Notes: Low-resolution aerial photos sourced from Google Earth (Copyright: 2009). High-resolution aerials provided by New Zealand Aerial Mapping (February 2011) Property boundaries provided by Christchurch City Council Building damage based on data provided by AMI, Ansvar, EQC, FMG, Housing New Zealand, IAG, Lumley, MAS, Tower and Vero Canterbury Earthquake Recovery Authority DRAWN DRAFTING CHECKED APPROVED FILE :. APPROX. SCALE (AT A3 SIZE) NTS PROJECT No. FIG. No. CERA CANTERBURY EARTHQUAKE RECOVERY Aggregated Building Damage Map Aggregated Building Damage After 22 February 2011 REV. 0

Business As usual approach just isn t going to cut it. $2.5 Billion worth of damage to Horizontal Infrastructure 5 Years to fix Need for prompt response to extensive damage Uncertainty of scope extensive investigation required to quantify Likelihood of on going seismic activity associated scope change Assets owned by more than one party whole of Government approach required Need to maximise Value and provide transparency and visibility of cost

Solution: Create a purpose built organisation to deliver infrastructure An alliance of public and private organisations A $500 million a year business over 5 years Define the Solution Establish the Architecture Implement Operationalise (Deliver results!)

People of Christchurch and New Zealand City Care Downer Fletchers Fulton Hogan McConnell Dowell Board Mgt Team Integrated Services Team (IAT) CCC Design Consultants Delivery Teams

So what s so different about SCIRT? Collaboration Competition Clear common Vision Clear measureable KRAs/KPIs which drive the required behaviours

So what s so different about SCIRT? No Win-Lose situation all parties either win together or lose together Clear vision Creating resilient infrastructure that gives people security and confidence in the future of Christchurch Estimation (TOC) process managed within the integrated team Vision of a legacy beyond the rebuild

Timeline. March 2011 Alliance concept conceived 6 weeks later (4 th May 2011) Stronger Christchurch Infrastructure Rebuild Team (SCIRT) formed and contract signed 9 th May 1 st SCIRT employee (Duncan Gibb General Manager) 4 th July Temporary site (15 people to 60 People) 31 st August 2011 Transition of IRMO to SCIRT July to October - Office Build (move in 9 th October) End of October 245 people fully productive in new office

Alliance contract EQ Temporary office Process Analysis work First teams move to new office 245 personnel in new office

From This: To This: To This: In 12 Weeks!!!

Define the Solution Establish the Architecture Implement Operationalise (Deliver results!) Define the Solution Commercial Agreement Drivers, Values, Mindsets, Behaviours Establish the Architecture BAs! Implement Organisational structure Programme of projects define lifecycle Systems Enable to ability to deliver results Operationalise (Deliver results!) Projects being delivered

Processes and Systems

The Challenge: Timeframes! Develop Processes & Systems WHILE work being carried out 26 different organisations come together: Different cultures Different language Different processes & systems Create and document all processes 2 BAs, 4 months Visibility Extreme Agile changing environment and priorities Aftershocks!

Strategy and Asset Assessment Construction Handover Detailed Design Concept Project Life Cycle Project Definition Create certainty in changing context

Phase Gateway Responsible Accountable Consulted Informed Project Definition 0 Project Definition Manager Professional Services Manager CCC, NZTA, Delivery Team Alliance Manager Project Allocation Design 1 Business Systems Manager Commercial Manager Professional, Services, VFM Alliance Manager Concept Design 2 Design Manager Professional Services Manager Asset Owner, ECI Delivery Manager Detailed Design 3 Design Manager Professional Services Manager ECI TOC 4 Estimating Manager Commercial Manager VFM, ECI Alliance Manager Delivery Manager Project Allocation Construction 5 Business Systems Manager Commercial Manager VFM, Delivery Managers Alliance Manager Construction Project Co-ordinator Delivery Manager Handover 6 7 Business Systems Manager Commercial Manager Commercial Team, VFM CCC CCC Practical Completion 8 Alliance Manager Alliance Leadership Team CCC Project Completion 9 Alliance Manager Alliance Leadership Team CCC

Some efficiency achievements. Project lifecycle from concept to physical works Most construction projects = 2-3 years SCIRT = 6-7 months Annual revenue of $450 Million - month end processing carried out by 3 people in 3 days Monthly board reports done in a day. Productive teams hitting the ground running from day 1 $40 Million a month of Design work pumped out

How were efficiencies achieved? Insist on common language Negotiating with the client and internally about what is required what is just enough, what is must have Pushing whatever possible to as early in the process as possible Building the systems to fit the processes one source of truth Identifying the usual sticking points and figuring out how to eliminate them Do things once

How were efficiencies achieved?

The vision Lived and measured

BA Mandate: Design and document all the processes Gather the system integration requirements Business Intelligence tool configuration and reporting requirements Process Training

Techniques

The Enterprise BA: BABOK = Or for us..

What we did

BA value proposition

Change Transformational rather than incremental PASSION A storm is an opportunity for a rainbow