Home' Future Building: The Australian Infrastructure Review : Volume 4 Number 1 Contents futurebuilding 61
Volume 4 Number 1
Project Delivery Panel
massive projects. So we do all work very closely
together, but I think this informal arrangement of
sharing knowledge and experiences is a very good
one. And I think that's the way I'd like to keep it.
RS: Ken and Paul are right that there is a lot of
conversation going on. We've been down to Victoria,
we've been up to Queensland. Interestingly, it is
coming the other way at the moment, because our
project has been going for a while, so we are starting
to do a bit of the sharing the other way.
But without overdoing it in terms of the framework,
there is some opportunity to put a bit of structure and
regularity around the sharing of experiences, just to
make sure that something is happening. Strategic
leadership, rather than getting down and putting
too much mechanics into it, would deliver the most
bene ts -- because there are times when you get
caught in your own project and you do tend to forget,
so just to get that regular reminder would be good.
But I would share some of Ken's reservation that it
could turn into quite a bureaucratic process if we're
not careful. So it has to be executed really well.
BL: Roger, what do you think about the
opportunities to perhaps sequence projects to learn
from the opportunities, like you're doing around
public health, or that the other guys are learning on
their big motorway, rail, and other projects?
RB: I think the 'lessons learned' exercise is
really important. I'm with Ken; if we try to control
it centrally it just becomes another process, and
ultimately we are all bureaucrats delivering projects,
and bureaucrats love process, and process becomes
a means of ticking another box.
But we do need to have more structure around
how lessons are shared. At various times, one state
or another is ahead with the work they are doing.
At the moment, we are probably ahead of everybody
else around some of the contestability opportunities,
so we need a means of sharing that with everybody
so that there is a common understanding of where
we are at.
This is not something new; around three years
ago I was part of a review looking at how we deliver
better-value infrastructure, and the need for a
structured 'lessons learned' system was a theme that
kept coming up.
And in respect to sequencing, to my mind, getting
best value out of infrastructure really depends on
getting a decent sequencing system in place.
BL: So what do you guys want out of Infrastructure
Australia and out of the new Federal Government?
What is it that would be useful?
PG: During the development of the WestConnex
business case, we've had good engagement with
Left: Roger Black
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