Topics
Achieving Excellence-Detail
The AE initiative was originally introduced to improve performance around two strategic performance indicators (listed below) against which government clients are required to collect data. This information continues to be collated and reported by Office of Government Commerce (OGC). These strategic performance indicators are:-
- Improvement of the successful delivery of construction projects; and
- Challenge departments to accelerate the project progress at the critical procurement stage.
AE prompts public sector clients to address these improvements and challenges in a number of ways:
- developing better partnering arrangements;
- developing long-term relationships;
- reducing financial and decision-making approval chains;
- improvements in skills development and empowerment;
- adopting effective performance measurement indicators; and
- using tools for value and risk management and whole life costing.
AE in Construction procurement guidance is contained within a set of 11 detailed guides and two high-level guides. It builds on department's recent experience, supports future strategy and aligns with the NI Gateway Review process. The AE guides offer the following best practice advice:
High Level
Detailed
- AE Guide 1 – Initiative into Action;
- AE Guide 2 – Project Organisation;
- AE Guide 3 – Project Procurement Lifecycle;
- AE Guide 4 – Risk & Value Management;
- AE Guide 5 – The Integrated Project Team;
- AE Guide 6 – Procurement and Contract Strategies;
- AE Guide 7 – Whole-life Costing;
- AE Guide 8 – Improving Performance;
- AE Guide 9 – Design Quality;
- AE Guide 10 – Health & Safety; and
- AE Guide 11 – Sustainability.
Construction Procurement
The following areas are covered in additional supplementary guides:
- Common Minimum Standards;
- Guide to best ‘Fair Payment’ practices; and
- Making competition work for you.
| Role | Responsibility |
|---|---|
| Investment Decision Maker | Responsible for making the investment decision based on affordability & cost justification. For major investments, this decision may be made by senior management board |
| Senior Responsible Owner (SRO) | Senior level ownership and personal accountability for the project. Must have the status and authority to provide the necessary leadership and must have clear accountability for outcomes |
| Project Sponsor | Interface between the client team and the supply team. Client side project manager in the PRINCE2 (PRojects IN Controlled Environments)sense ie ensuring that the desired project objectives (which will be wider than just the construction elements) are delivered |
| Project Manager | Day-to-day leading, managing, co-ordinating of the integrated project team |
| Independent Client Advisor | Provides independent expert advice to the client as required on legal, financial and/or technical aspects of the project |
