Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Overview
Version control
Version
Date
9-1
2010-10-18
Status
Approved
Overview
The IDMS
Prov Infr
Strat
U-AMP
PF1.2
Authorise
Implementation
PF1.3
PF1.4
Monitor &
Control
Close Out
Manage Implementation
C-AMP
G1(a)
PF1.1
Develop
/review
IPMP
G1(b)
PC
1
PF2.1
G2
PF2.2
PF5
PF2.3
PF3
PF4
Define
Packages
PEP1
PC
2
Develop/Review IPIPs
(Prgr & Proj level)
PEP2
G3
DP2-2 Design
IPIP
G4
PC PC
3 4a
DP2-3 Works
Design
devlpmt
Detailed Compile
design MFC Info
PEP3
PEP4
G5
PC
5
Construct /
Deliver works
Handover
works
PEP5
G6(a)
PC
4b
G6(b)
PF1.4
PF2.1
PF5
Contracts
Close Out
Adminstv
Close Out
PEP6
G7
T1
PF1.3
PEP7
G8
T2
PF2.2
PF2.3
PF3
PF4
PF1.3
DP3-2 Mobilisation
for Facilities Mgt
PF1.4
DP3-3 Operations
PF2.1
PF5
PF2.2
DP3-4 Maintenance
PF2.3
DP3-5 Demobilisation
of Facilities Mgt
PF3
PF4
Overview
Management Companion
Delivery Management Guidelines
PG1:
Prov Infr
Strategy
PG3:
Perform
Mgt
Practice
guides
PG2:
Constr
Proc
Strat
Overview
Table of Contents
1.
Foreword ................................................................................................................................................6
1.2
Acknowledgements ................................................................................................................................7
2.
3.
4.
5.
6.
7.
8.
7.1
Overview ..............................................................................................................................................15
7.2
7.3
Alignment between the Infrastructure Planning and Budget Cycles: The Alignment Model ............42
8.6
8.6.1 Overview...........................................................................................................................................43
8.6.2 Introduction to Joint Programmes ....................................................................................................44
8.6.3 Implementation Protocol for Joint Programmes...............................................................................45
8.7
9.
9.2
Overview
9.2.1 Overview...........................................................................................................................................46
9.2.2 The implications of GIAMA and the Toolkit ......................................................................................47
9.3
9.4
10.1
Introduction...........................................................................................................................................52
10.2
10.3
10.4
10.5
10.6
11.
Disclaimer ................................................................................................................................................54
12.
13.
14.
Overview
1.
1.1 Foreword
The Construction Industry Development Board in conjunction with National Treasury, Department of Public
Works and the Development Bank of Southern Africa are delighted to issue the third edition of the
Infrastructure Delivery Management Toolkit.
The publication of the third edition and its improvements comes at an important time in South Africas history
where enormous resources are being harnessed to accelerate the delivery of infrastructure as part of
improving service delivery. Our Government has also recognised the link between the investment in
infrastructure and lifting our global competitiveness and is thus proactively using the investment to create
sustainable jobs and raise skills levels. As a result, the need has never been greater for our public and
private sectors to ensure that delivery is as efficient and effective as possible to ensure that these resources
are maximised. The Toolkit is therefore a significant resource to raise the benchmark in this regard.
This third edition introduces significant updates and amendments to the previous edition. It caters for new
legislation, a modernised approach to procurement, greater emphasis on Portfolio Management, readiness for
local government applications and dedicated additional modules to provide an expanded body of knowledge
in Strategy, Construction Procurement and Performance Management. It also provides for an updated and
easy to use web based navigation tool for users to navigate through the delivery processes, practice guides
and their associated supporting documents.
This third edition has been compiled by a panel of authors, some of whom were intimately involved in previous
editions, as well as new authors so as to create the balance of introducing new thought leadership while
building on the solid foundation of previous editions. The development of the third edition has also been
through a robust peer review process over a number of months in order to test the content and acceptability.
Ronnie Khoza
Chief Executive Officer
Construction Industry Development Board
Overview
1.2 Acknowledgements
Sincere appreciation is acknowledged to the following organisations:
Construction Industry Development Board
National Treasury
Public Works
Department of Health
Department of Education
Development Bank of Southern Africa.
Sincere appreciation is also expressed to the team who developed this edition:
Inba Thumbiran, Sponsor
Kabelo Ntiisa, Project Manager
Edward Singo, Administrative Support
Arthur De Swardt, Technical Editing
David Lievaart, Portfolio Management
Sonny Schmidt, Project Management
Johan Coetzee, Operations and Maintenance
Sanet Koster, Provincial Infrastructure Strategy
Dr Ron Watermeyer, Construction Procurement Strategy
Georg Hofmeyr, Performance Management
Overview
2.
3.
Overview
As a result, the Toolkit was updated in 2006 where, amongst others, some improved elements of Portfolio
Management were embedded, and enhanced Programme Management principles included into the DMS for
both client and implementing departments. The 2006 version was also published on the CIDBs web site.
Edition 3 of the Toolkit 2010 (current)
The current edition of the Toolkit is a significant update to the 2006 edition. It caters for new legislation, a
modernised approach to procurement, readiness for local government applications, greater emphasis on
Portfolio Management and dedicated additional modules to provide an expanded body of knowledge. Refer to
the paragraphs below for more details on what is new in the 2010 Toolkit. The name of the Toolkit was also
consolidated as the Infrastructure Delivery Management Toolkit (IDM Toolkit), or the Toolkit for sake of
expediency.
4.
The Toolkit provides a documented body of knowledge and set of processes that represent generally
recognised best practices in the delivery management of infrastructure. It is focussed on the delivery and life
cycle management of South African public sector infrastructure. The target users for this Toolkit include both
technical and non-technical managers. Typically these would include Head of Departments (HODs), Chief
Directors (CDs), Directors, Deputy Directors (DD), Chief Financial Officers (CFOs), Portfolio Managers,
Programme Managers and Project Managers, or the equivalent. The Toolkit provides guidance for User
Departments such as Education, Health, Finance, etc, as well as implementers of delivery and asset
Custodians such as Public Works or Implementing Agents.
The Constitution requires that Government effectively delivers services to its citizens. The Toolkit has
therefore been designed as a valuable resource to provide a National common knowledge base and set of
practices to assist in delivering these services in a manner that is effective, efficient and consistent across
provinces and departments. By adhering to the practices embodied in the Toolkit, users will be greatly
assisted in delivering on this mandate.
The Toolkit provides how to guidelines for infrastructure management which are intended to:
Provide guidelines on the actions and processes necessary to deliver, operate and maintain
infrastructure
Capacitate delivery managers
Facilitate a uniform approach to infrastructure delivery and procurement management
Facilitate the meeting of statutory requirements.
The Toolkit, when adhered to, will also assist departments in complying with applicable legislation. While the
Toolkit is in itself not legislation, parts of it are mandatory or legislated through, amongst others, the Division
of Revenue Act (DORA), the Construction Industry Development Board Act and the Government Immovable
Asset Management Act (GIAMA). It provides practical guidelines on how to comply with such legislation. It is
therefore clear that by following the Toolkit, users will be greatly assisted in complying with their mandates.
The Toolkit contains elements that are:
Mandatory: in so far as containing Guidelines and Templates that are required for compliance to
legislation e.g. DORA, GIAMA and CIDB Act
Recommended: with reference to generally accepted local and international best practice
Optional: with reference to the inclusion of proven practical templates, tools and techniques.
Benefits to Accounting Officers:
Understand the alignment of national and sector strategies with the provincial infrastructure strategies
as well as the departmental strategies
Understand delivery and procurement management processes
Overview
Understand delivery and procurement management within the framework of governments supply
chain management policy
Establish a construction procurement system that is compliant with the regulatory and legislative
framework
Institute control measures at appropriate points within the delivery and procurement management
processes
Account for the full life cycle costs of infrastructure, all the way through to asset disposal
Understand their governance obligations.
Benefits to delivery managers:
Understand delivery and procurement management processes and to identify the specific actions
associated with such processes
Identify appropriate delivery options
Design their programmes using simple templates and guides
Align the allocated budgets to their programmes
Identify and prioritise projects
Procure supplies, services and engineering and construction works, as necessary
Manage the planning and design of projects
Manage procurement and project delivery processes
Oversee the implementation of projects and perform contract administration functions
Manage project risks better
Manage performance better.
National benefits:
Delivery managers will be better empowered with good practice guidelines within a simple structured
system based upon well defined processes that are necessary to achieve effective infrastructure
delivery
A level of uniformity will be achieved with regard to how different organs of state implement
infrastructure projects
A level of certainty will be achieved within the construction industry of how programmes and projects
are rolled out by the public sector and knowledge of what is the next step in the process, by whom,
when, etc
The Toolkit will provide a structured environment for inexperienced delivery managers to thrive and
gain understanding well beyond their years by the use of templates formulated from years of
experience, i.e. they will receive distilled good practice
Senior management will have a tool to hold delivery managers accountable for performance
Reporting of progress, performance and impact will be uniformly documented
The quality and value for money of service delivery will improve.
Benefits beyond the public sector construction industry:
Although the Toolkit focuses on public sector delivery, many of the core processes, particularly those
associated with infrastructure planning, delivery and operations and maintenance and many of the
procurement functions are equally applicable in the private sector. It must be stressed that the construction
industry is a broad conglomeration of industries and sectors which add value in the creation, maintenance and
disposal of fixed assets within the built environment. Construction delivery therefore can include services,
manufacture, fabrication, engineering and construction works and the management thereof. This Toolkit can
therefore be of value to sectors outside of the confines of the construction industry as well.
10
Overview
5.
The 2010 version of the Toolkit includes alignment with new acts and best practice trends and an expansion
to include new thought leadership that has arisen since the previous version. These updates are summarised
as follows:
Modernised approach to procurement
Strategic construction procurement
Gateway approach
Institutionalise alternative delivery models
Introduce the concept of Packages
Alignment to the Government Immovable Asset Management Act (GIAMA) Act number 19 of 2007
An added emphasis on Portfolio Management
New modules to widen the body of knowledge:
o Provincial Infrastructure Strategy
o Construction Procurement Strategy
o Performance Management
Readiness for Local Government.
It is recognised that certain of the infrastructure delivery management processes in Local Government are
different to those in the Provincial and National sectors. For example programme management plans in
Provinces (IPMP, IPIP, U-AMP, C-AMP) are substantially different to those in the Local Government
environment such as the SDBIP, WSDP and the IDP. Consequently the Toolkit cannot attempt to cover all of
the infrastructure delivery processes in detail over the full spectrum of audiences. It would become too
generic and thus lose much of its practical value to the key Provincial users. However, following the updates
in the 2010 version it now allows many of the principles contained in the Toolkit to be generically applied
within the Local Government sector.
Some of the principles that can be applied in Local Government include:
Portfolio, Programme and Project Management
Strategy
Modernised approach to construction procurement
Performance Management.
The 2010 updates therefore provide the basis for a potential dedicated Local Government edition to be
developed in due course, i.e. it provides a degree of readiness for Local Government to apply the good
practices.
6.
11
Overview
12
Overview
Management Companion
Delivery Management Guidelines
PG1:
Prov Infr
Strategy
PG3:
Perform
Mgt
Practice
guides
PG2:
Constr
Proc
Strat
It is assumed that users will diligently apply their minds in using the IDMS and Delivery Management
Guidelines to align their delivery management processes with those of the Toolkit. Users will find that in so
doing they will benefit from the distilled knowledge to assist them to more successfully fulfil their mandates as
well as conforming to required legislation.
The Delivery Management Guidelines and the three Delivery Processes that it supports have been
schematically depicted as a type of logo used consistently throughout the Toolkit as per Figure 2 below.
13
Overview
PG1:
Prov Infr
Strategy
PG3:
Perform
Mgt
Practice
guides
PG2:
Constr
Proc
Strat
In addition, where it is appropriate, the colours for each of the Delivery Processes are used consistently
through the Toolkit in order to create a practical navigation reference, as follows:
DP1: Portfolio Management
DP2: Project Management
DP3: Operations and maintenance
Green
Red
Blue
Furthermore, the above logo is used to orientate the user as to the current module that is being used by
highlighting only that module as per Figure 3 below.
The table below provides a comparison of the structure of the previous edition of the Toolkit versus the current
edition of the Toolkit:
Table 1: Comparison of structure of 2006 Toolkit versus 2010 Toolkit
Management Companion
Delivery Management Guidelines
14
Overview
7.
The Infrastructure Delivery Management System (IDMS) is the model that forms the backbone of the
management of the delivery of infrastructure.
7.1 Overview
Governments are required to deliver services to people that they serve. Organs of state are the instruments of
government and the means by which services are rendered to the public. These organs of state are provided
with the necessary mandate to provide a range of services and the means to do so through the annual
budgetary processes.
Public services are delivered in line with the policies, departmental programmes and objectives set out in the
annual budget. Each year the annual budget is finalised for the current financial year, whilst the Medium Term
Expenditure Framework (MTEF) is established for the next three years, on a continual rolling basis. Mediumterm budgeting is a continuous process that culminates each year in an annual budget and a MTEF that the
Minister of Finance tables in Parliament.
The National Treasury annually produces a set of complementary publications providing comprehensive
information on governments revenue raising and spending plans for the current and medium-term budgets.
These are published annually, and are available on the National Treasurys website, www.treasury.gov.za.
The budgetary process for municipalities is structured along similar lines.
The IDMS is therefore structured in such a way as to embed the Governments expenditure cycles into the
planning, delivery and operation and maintenance of infrastructure. These expenditure cycles are embedded
into the Toolkits three key Delivery Processes, namely:
Portfolio Management, including Programme Management
Project Management
Operations and Maintenance.
15
Overview
funding under his/her control. The PFMA is applicable to both national and provincial departments, and state
owned enterprises.
The Municipal Finance Management Act (MFMA) extends the similar principles to municipalities.
Consequently the IDMS can be just as equally used by Local Government Accounting Officers to similarly
manage their infrastructure delivery in as an accountable fashion as their national or provincial counterparts.
Delivery Gates
G1(a)
Procurement milestones
PC
1
PF1.3
T1
It is to be emphasised that infrastructure delivery management does not necessarily have a single beginning
or end. Rather it is a cyclical process of continually assessing needs, planning for delivery, delivering
infrastructure, maintaining and operating infrastructure and disposing of assets that have reached their useful
life cycle, all the while continually planning for new needs and implementing new infrastructure that arise
during the delivery of current infrastructure.
The diagrams that follow provide a schematic view of the IDMS, as well as detailed process diagrams of the
delivery processes.
The following abbreviations are used to describe control points in the delivery processes:
Delivery Gates:
G1a Approved U-AMP (incl MTEF list)
G1b Approved C-AMP (incl Works list)
G2 Accepted Construction Procurement Strategy
16
Overview
17
Overview
The IDMS
Prov Infr
Strat
U-AMP
PF1.2
Authorise
Implementation
PF1.3
PF1.4
Monitor &
Control
Close Out
Manage Implementation
C-AMP
G1(a)
PF1.1
Develop
/review
IPMP
G1(b)
PC
1
PF2.1
G2
PF2.2
PF5
PF2.3
PF3
PF4
Define
Packages
PEP1
PC
2
Develop/Review IPIPs
(Prgr & Proj level)
PEP2
G3
DP2-2 Design
IPIP
G4
PC PC
3 4a
DP2-3 Works
Design
devlpmt
Detailed Compile
design MFC Info
PEP3
PEP4
G5
PC
5
Construct /
Deliver works
Handover
works
PEP5
G6(a)
PC
4b
G6(b)
PF1.4
PF2.1
PF5
Contracts
Close Out
PEP6
G7
T1
PF1.3
PEP7
G8
T2
PF2.2
PF2.3
PF3
PF4
PF1.3
DP3-2 Mobilisation
for Facilities Mgt
PF1.4
DP3-3 Operations
PF2.1
PF5
PF2.2
DP3-4 Maintenance
PF2.3
DP3-5 Demobilisation
of Facilities Mgt
PF3
PF4
18
Overview
Management Demand
Align
1. Infrastructure
Planning
2. Programme
Client Programme
Management
3. Programme
Implementation
5.
Procurement
Acquisition Management
Departmental
Strategic
Planning
Implementing Department
Departmental
Mandate and
Policies
The IDMS is equivalent to the DMS of the previous version Toolkit. For ease of reference of previous
users, the DMS from the previous Toolkit is as per
Figure 5 below:
4. Project
Delivery
19
Overview
This diagram was subsequently amended to the linear DMS which showed the delivery processes in a
horizontal fashion. The new Toolkit IDMS is very similar in its overall delivery processes as can be seen in
Figure 6 below comparing the linear DMS of the previous Toolkit to the current IDMS:
DP2: Project
Management
DP3:
Ops &
Maint
The following nine figures depict the summary and three Delivery Processes in a process diagram form.
This provides users with the necessary details to show practical information on the how to elements of
managing infrastructure delivery.
The process diagrams follow the following basic conventions:
Controls
(typically legislation or
standards )
Inputs
Process Name
Outputs
20
Overview
21
Overview
22
Overview
23
Overview
24
Overview
25
Overview
26
Overview
27
Overview
28
Overview
29
Overview
8.
The following paragraphs provide an introduction to some selected concepts that are key for users to
understand while using the Toolkit.
Lower level
Portfolios
Higher level
Programmes
Higher level
Programmes
Higher level
Programmes
Lower level
Programmes
Lower level
Programmes
Projects
Projects
Projects
Other work
Figure 12: Portfolio, Programme and Project Management and other work interactions (PMI)
30
Overview
Programme:
Project:
The Other Work is equally as important as the projects themselves, since this is the body of day to day
operational activities required to ensure that the functions required to enable project delivery are in place
and efficient. It includes operational activities not scoped specifically under a project or programme but
that are required to manage the portfolio.
The intelligent grouping of projects under carefully selected programmes and portfolios provide for
substantial improvement in efficiencies by being able to, amongst others, consolidate and share
resources, shared governance and control processes, focussed benefits management and stakeholder
management.
Example:
Let us assume a Provincial Department of Education were to embark on a classroom
upgrading exercise in say 200 individual schools. If each of the 200 schools were to be
managed as individual projects, it would require that 200 separate designs would have
to be drawn up, 200 professional service providers engaged to do the design, 200
individual contractors employed to build the schools and 200 maintenance contractors
employed to maintain the schools. The load on the Supply Chain Management of the
Department would on its own render the roll out inordinately too long to make it practical
when it is considered that the procurement of even one contractor on its own can take
several months. Rather, by grouping the projects under a Programme, efficiencies can
be made by sharing resources such as standard designs, one Professional Service
Provider for a Region, one contractor to cover a group of schools in a District, etc.
It can be deduced from the above that managing a large group of projects in a Programme or Portfolio
requires an additional set of management skills from just managing individual projects, hence the
emphasis on Portfolio and Programme management in this edition of the Toolkit.
Table 2 below provides some detail on what are the additional issues that need to be considered in
managing Programmes and Portfolios as defined by the Project Management Institute.
Table 2: Comparative overview of Project, Programme and Portfolio management
Project
Element
Scope
Change
Planning
Projects
Programmes
Portfolios
Portfolios have a
business scope that
changes with the
strategic goals of the
organisation.
Portfolio managers
continually monitor
changes in the broad
environment.
Project managers
progressively elaborate
high-level information into
detailed plans throughout
Portfolio Managers
create and maintain
necessary processes
and communication
31
Overview
Project
Element
Projects
Programmes
Portfolios
Management
Success
Success is measured by
product and project quality,
timelines, budget
compliance and degree of
customer satisfaction.
Project managers monitor
and control the work of
producing the products,
services, or results that the
project was undertaken to
produce.
Monitoring
Success is measured in
terms of aggregate
performance of portfolio
components.
Portfolio Managers
monitor aggregate
performance and value
indicators.
General
management
level
Infrastructure Typical
management Provincial
level
Government
Dep. Level
Typical
National
Government
Dep. level
Strategic
manager
Portfolio
Minister /
Impact
Director General
Executive
manager
MEC /
Sometimes a
function within
the Office of the
Premier
Head Of
Department
Performance
Indicator
Levels
Where
indicators
captured
are
Departmental
Strategy
Deputy Director
General
Senior manager
Programme
Chief Director
Chief Director
Outcome
Manager
Project
Director
Director
Output
PEP
The following notes provide some explanatory details on the above table:
Portfolio Management: Infrastructure portfolios should be aligned with the strategic objectives of
the organisation. Consequently the typical manager that would be responsible for Portfolio
management would report to the strategic management level. As a result their performance
indicators would be informed by and contained in the strategic plans of the organisation. In most
public infrastructure organisations, such as Provinces, the strategic and executive levels are rolled
32
Overview
into one level. In some Provinces however, a function can exist within the Office of the Premier to
provide strategic infrastructure management. The Portfolio performance indicators are of an
impact nature. Typically these would be aimed at measuring the impact that infrastructure has in
achieving strategic goals. Examples could include how the roll out of basic sanitation services
impact infant mortality rates, labour intensive construction programmes impact poverty levels,
classroom roll out impacts literacy rates, etc. These impact level indicators are normally
developed in the Departmental Strategy, but can also be captured in the Annual Performance
Plans of the relevant executive level manager. These would include rolled up versions of lower
level indicators, i.e. outcome and output indicators. It is worth noting that no statutory
Infrastructure Portfolio Management Plan has been legislated as yet within the South African
public sector context. Consequently it is crucial that executive level managers either create some
form of Infrastructure Portfolio Management Plan or capture these impact level indicators in
Departmental Strategic Plans, Annual Performance Plans or an appropriate alternative
Programme Management: The infrastructure programmes are scoped and managed within the
greater infrastructure portfolio. Consequently the typical programme manager would report to the
portfolio level manager. The programme management plans include the Infrastructure Plan (IP),
Infrastructure Programme Management Plan (IPMP), Infrastructure Programme Implementation
Plan (IPIP), etc. Performance indicators at the programme level are of an outcome nature.
Typical examples would include reducing the classroom backlog by 50% over three years in a
Province, serving 90% of the population with at least primary health care facilities within a 20km
radius of place of residence within four years in a Province, etc. These performance indicators are
usually captured within Annual Performance Plans, and would include rolled up versions of the
output level (project level) indicators.
Project Management: The infrastructure projects are scoped and managed within the greater
programme. Consequently the typical project manager would report to the portfolio level manager
as far as the project performance is concerned. This may or may not be an organisational line
function reporting line. The project management plans include the Project Execution Plan (PEP).
Performance indicators at the project level are of an output nature. A typical example would
include the progress of a classroom construction project within the approved time, cost and quality
parameters.
8.1.3 Packages
Part of this concept is to introduce the concept of a Package to enhance efficiencies in the procurement
process. It was partly motivated by the fact that the traditional approach has often been to procure a
single contractor for a single project under a single contract.
While this seems logical at a single project level, it does not exploit the potential efficiencies of grouping a
number of works items together, i.e. a Package, under a single contract. By grouping these works items
together a number of efficiencies will be obtained such as simplified Supply Chain Management, grouped
controls, grouped supervision and grouped reporting.
Definition of a Package:
Works which have been grouped together for delivery under a single
contract or a package order.
However, to implement a Package solution requires a strategic approach to procurement since the
Programme Managers need to apply their minds early in the planning process to ensure that the most
appropriate grouping of projects is properly selected early enough in the process.
For example, if the grouping of projects into a single procurement Package is only decided after the design
is completed, it may be too late to select groups of works items if the design cannot allow for such. It is
preferable that even before the design commences that a Procurement Strategy is agreed that will inform
the design. If the procurement is strategically planned early in the planning process, the designs
themselves will be influenced to group works items into logical chunks or Packages.
33
Overview
However, common sense still needs to be exercised in ensuring that while a number of works items might
be grouped under one Package for reasons of procurement efficiencies, this grouping of works items
would normally form the scope of a new and larger project. Consequently the normal project management
activities to manage this larger project scope of work will still take place. This will include ensuring that
there is now only one Project Manager accountable for the larger scope of work and one set of project
management plans to manage the project.
It can therefore be seen that there is great synergy between the concept of grouping projects under a
single procurement regime or Package, while at the same continuing to apply the good practices of
project, programme and portfolio Management. In some cases the Package could mirror the grouping of
projects that form a programme, or in other cases they could intersect with one another as illustrated by
Figure 13 below.
Portfolio of projects
5
2
Governance
anomaly
Packages
Programmes
From the above it can be seen that Packages could intersect with Projects and Programmes in the
following combinations:
Table 4: Examples of how Packages can overlap with Programmes and Projects
Number
1
Description of overlap
Package overlaps
completely with the
Programme.
Package overlaps with a
portion of a Programme.
Example
One contractor to implement all works in the Programme. Example:
Construct all four schools in the schools construction Programme.
One contractor to only implement works in a portion of the
Programme. Example: One contractor to construct two schools that
are geographically close to one another.
34
Overview
Number
3
Description of overlap
Package overlaps
across a Programme
and individual Project.
Example
One contractor to implement works across two programmes and
one independent project. Example: One contractor to construct five
schools that are geographically close to one another, two of which
are under one Programme, another two under another Programme,
and one school independent of a Programme. In this case the
Package will become a Programme, and will have multiple
programme reporting lines. This is not recommended for general
use, and should only be used in very special cases where there is
sound reasoning for such. One example where this could be used
is on constructing carports in a larger schools programme, where
the carports have minimal scheduling conflicts with the larger
schools programme. A fencing contract could be another example.
One contractor to implement works on only one independent
Project. Note that this will stay as a single project with normal
project management principles applying.
One contractor to implement only portions of works of a number
Projects. Example: One contractor employed under one contract to
implement only the fencing elements of number schools. This can
also create a governance anomaly as per number 3 above since
each of the project managers of the individual projects lose some
contractual control over the contractor employed under the
Package. Again, in these cases only portions of work should be
ring fenced under a package that will have minimal effect on the
individual other projects scheduling, such as for example fencing
projects
From the above table it is clear that selecting how and what work is grouped under a Package is very
important. If it is not carefully grouped anomalies can be introduced in governance that can create
confusion between contracts and leave the project or programme managers in a situation where they are
hamstrung in controlling the work. Consequently the following are some guidelines in selecting Packages
versus projects or programmes.
Guidelines in selecting work under Packages versus projects or programmes:
Ideally, work that would ordinarily have been implemented via a number of separate projects but
that is now re-grouped under a Package for contractual expediency, should be ring fenced as a
newly scoped larger project or programme under a single contract or works order and Project or
Programme Manager
If works that are grouped under a Package are part of a larger project or programme, the works
under the Package should ideally be ring fenced out of the scope of the larger project or
programme and be contracted under a separate contract or works order with a separate Project or
Programme Manager
If the intention is to group works under a Package that also falls under a larger project or
programme, then these works should be chosen in such a way that the Project or Programme
Manager is not faced with a dilemma where he loses control over that portion of works or that any
delays or overruns under the Package do not materially affect the remainder of the works under
his control. Consequently works that fall under the Package should be isolated out of critical path
activities, such as for example fencing and carports as in Table 4 above.
35
Overview
details. See www.cidb.org.za. Some of these principles have been embedded into the IDMS.
following paragraphs provide some background understanding of the Gateway principles.
The
8.2.1 Synopsis
The CIDB Infrastructure Gateway Process provides a number of control points (gates) in the infrastructure
life cycle where a decision is required before proceeding from one stage to another. Such decisions need
to be based on information that is provided during the infrastructure life cycle. If the Gateway Process is
correctly followed it will provide assurance that a project involving the design, construction, refurbishment,
alteration, rehabilitation or maintenance remains within agreed mandates and that it aligns with the
purpose for which it was conceived and can thus progress successfully from one stage to the next.
36
Overview
The CIDB Infrastructure Gateway Process is based on the information flow as illustrated in Table 5 below:
Table 5: Infrastructure Gateway Process information
Gate
No. Information provided for a decision to be made
as a gate
1
Approved U-AMP and C-AMP
2
Accepted Procurement Strategy
3
Acceptance of Strategic Brief
4
Acceptance of Concept Report
5
Acceptance of Design Development Report
6a
Acceptance of Production Information
6b
Acceptance of Manufacture, Fabrication and
Construction information
7
Acceptance of Works in accordance with
requirements
8
Handover of Works to User, complete with
record information
Stage
No. Infrastructure life cycle phase
1
2
3
4
5
6
Infrastructure planning
Procurement planning
Package planning
Package definition
Design development
Design documentation
Works
Hand over
No procurement stages, apart from procurement planning at a portfolio level, are included in the
infrastructure management cycle. Procurement gates governing procurement processes can occur
whenever resources are procured.
Professional service providers are generally required only after gate 4 to progress the works to gate 9. The
specific services that are required at each stage vary depending upon the contracting strategy that is
adopted. For example, a full service is required in stage 5 and 6 where the design by employer contracting
strategy is adopted, whereas in a design and construct contracting strategy, the professional service
provider will confirm that the design is proceeding in accordance with the concept report and the design
and documentation prepared by the contractor.
Gateway processes can be used to review projects. However, the application of the Gateway Process
focuses on the putting in place of processes and procedures to ensure that the outputs of each stage in
the delivery and maintenance of infrastructure are achieved and accepted before proceeding to the next
stage. This enables works to be managed and controlled in a logical, methodical and auditable manner.
The potential to add value or costs can be summarised as per Figure 14 below.
By applying proper controls early on in the delivery process, managers have the ability to add value by
ensuring negative project issues are identified and properly dealt with up front, before the costs are
incurred. The earlier on in the process managers have the ability to influence the process through control
gates, the more value can be added. Conversely, issues that are allowed to slip through control gates will
potentially have an increasing effect on the cost add-ons.
37
Overview
38
Overview
Description
Conduct
analysis
Conduct
an
organisational analysis
Conduct
a market
analysis
Output
a
spend
Description
Formulate
primary
procurement objectives
Formulate
secondary
procurement objectives
Output
Identified
primary
procurement
objectives
Documented and prioritised secondary
procurement objectives
Output
A
delivery
management plan
which indicates how
each categories of
spend or portions
thereof are to be
delivered.
Output
Categories of spend or portions thereof
delivered as a programme of projects or
a series of independent projects
Package works
Step
1
2
Description
Identify opportunities for
framework agreements
Identify packages
Output
Categories of spend or portions thereof to be implemented through own
framework agreements.
A package plan for construction and maintenance projects or a combination
thereof which states the mode of delivery for and identifies each package
39
Overview
Construction and
maintenance service options
Pricing strategies
As for maintenance and
construction services
Forms of contract:
FIDIC Conditions of Contract for Design, Build and
Operate Projects
NEC3 Engineering and Construction Contract plus
NEC3 Term Service Contracts
Forms of contract:
NEC3 Engineering and
Construction Contract with or
without NEC3 Term Service
Contracts
Forms of contract:
CIDB General conditions of
contract
NEC3 Term Service Contract
NEC3 Short Term Service
Contract
Description
Output
Decide service
requirements and / or
contracting strategy
Output
Description
Output
Decide on
contracting strategy
Contracting strategy
Design by employer
Develop and construct
Design and construct
Construction management
Management contractor
Pricing strategies
Activity based / lump sum
Bill of quantities
Cost reimbursable
Target Cost
Forms of contract
NEC3 Engineering and Construction Contract
NEC3 Engineering and Construction Short Contract.
FIDIC Conditions of Contract for Construction and
Building and Engineering Works Designed by the
Employer
FIDIC Conditions of Contract for Plant and Design
FIDIC Conditions of contract for EPC Turnkey
Projects
FIDIC Short Form of Contract General Conditions
(Short Form)
JBCC Principal Building Agreement
JBCC Minor Works Agreement
GCC 2010
Contracting strategy
Discipline specific or multidisciplinary service
Type of contract
Package specific, programme related or linked to a
framework agreement
Description
Output
Decide on pricing
strategy
Decide on form of
contract
Pricing strategy
Priced contract, fee based on percentage of cost of
construction, cost reimbursable or target cost contract
Form of contract
NEC Professional service contract or CIDB
Standard Professional Service Contract
40
Overview
41
Overview
Capital costs
Operating costs.
Cost estimating for the long term infrastructure plan is conducted at high level. The costs for infrastructure
work are related to the life cycle of each asset while the cost estimates for the organisational support work
are based on the capacity required to manage this work effectively. The accuracy of estimates for work,
initially included in the long term infrastructure asset plan, improves as the plan is reviewed each year and
as scheduled work is included in the MTEF period (requiring a pre-feasibility study). This increasing
accuracy of estimates is based on progressive elaboration of the scope of work.
This process is repeated for all assets in an organisations portfolio and is reviewed at least annually.
Ideally the long term budget is updated as more accurate information becomes available (from completed
work, new norms and standards, etc).
As the MTEF cycle advances each year, work schedules need to be adjusted to match the available
budget. The prioritisation process determines which work is implemented in an MTEF period and which
work is delayed into the future.
8.4.2 Prioritisation
Prioritisation is necessary when the demand for infrastructure work exceeds financial and/or organisational
resources to allow delivery of projects according to the desired or initially planned timeframes.
Prioritisation in the infrastructure environment is an interactive process broadly described as follows:
Initial schedule of work and first budget: The initial scheduling shown in the infrastructure plan
is based on technical and organisational considerations and constraints as well as relative needs
based on known strategic objectives contained in the organisations Strategic Plan.
Second scheduling of work: Once the outcome of the budgeting process and progress on
current work is known (typically in the 3rd financial quarter of the financial year), it may be
necessary to adjust the scheduling of work to match the available funds both in respect of
infrastructure expenditure (capital and current) as well as organisational and support expenditure.
42
Overview
Figure 18: Alignment of the Infrastructure Delivery Cycle with the MTEF Budget Cycle
governance
and
joint
8.6.1 Overview
The Constitution of South Africa (Act 108 of 1996) assumes devolution of powers to cascading levels of
responsibility down and across the governance chain. Chapter 3 of the Constitution makes specific
provision for such cooperation. In other words, one of the foundations of our Constitution assumes that
individual Departments will proactively cooperate with other Departments to deliver an integrated service,
even if some of their duties are not strictly their own responsibility. This requires a mature degree of
cooperation so as to avoid complex and tedious legislation to force cooperation.
This cooperation has not always been as successful as is desired, partly due to the complexity of
integration. Consequently it has necessitated additional legislation to provide mandatory actions and
guidelines.
Chief of these is the Intergovernmental Relations Framework Act, 2005 (Act 13 of 2005 the IGR Act). It
establishes a framework for the national, provincial and local governments to promote and facilitate
intergovernmental relations, and to provide for mechanisms and procedures to facilitate the settlement of
intergovernmental disputes.
Chapter 3 of the IGR Act provides for organs of state to enter into an implementation protocol as an
Agreement where the implementation of a policy, the exercise of a statutory power, the performance of a
statutory function or the provision of a service depends on the participation of organs of state in different
spheres of government.
43
Overview
A Service Delivery Agreement (SDA), based on an implementation protocol as proposed in the IGR Act
will be presented as mechanism to document the roles and responsibilities of each role player in the
management of such a joint programme.
Programme Management will be defined and the separation of programme management functions, roles
and responsibilities between User Department, Custodian and Implementing Agent in respect of
immovable asset project delivery will be discussed.
44
Overview
45
Overview
9.
It is noted that users are faced with a daunting range of legislative requirements in planning for
infrastructure delivery. The following paragraphs provide a summary for ease of reference of some of the
key pieces of legislation. There are a number of other pieces of legislation that have relevance, including
legislation that relates to specific sectors such as water, transport, finance, etc. However for the sake of
expediency only key elements of some of the applicable Acts are summarised below.
46
Overview
Land including but not limited to developed, undeveloped, vacant, cultivated, non-useable or
inaccessible land
Buildings including but not limited to office accommodation, prison buildings, police stations,
courts, schools, hospitals, and houses
Rights in land including servitudes, right to use, leases
Infrastructure including but not limited to roads, harbours, railway lines, airports, transmission
lines, dams and pipe lines
Machinery, plant and equipment including but not limited to pump stations, machinery and
irrigation systems for as far as such machinery, plant and equipment are construed to be
immovable in terms of the common law applicable to property
Conservation, cultural and heritage assets including but not limited to monuments, historical sites,
heritage sites, conservation areas and sites of scientific significance.
The guidelines also define the following terms:
Custodian - a national or provincial department designated in terms of GIAMA that must plan,
acquire, manage and dispose immovable assets
User - a national or provincial department that uses or intends to use an immovable asset in
support of its service delivery objectives (and includes a custodian for an immovable asset that it
uses or intends to use in support of its own service delivery objectives).
GIAMA distinguishes between the roles of users and custodians of immovable assets. Users utilise
immovable assets to give best effect to their functions and therefore must produce a User Immovable
Asset Management Plan (U-AMP) to ensure:
Accountable, fair and transparent management of immovable assets
Effective, efficient and economic use of immovable assets
Reduced overall cost of service delivery
Reduced demand for immovable assets.
Custodians are responsible for all activities that are associated with common law ownership and therefore
must produce a Custodian Immovable Asset Management Plan (C-AMP) to ensure that immovable assets
are:
Efficiently and effectively managed throughout their lifecycle
Provided in a transparent and cost effective (best value) manner to meet the service delivery
requirements of users
Maintained in the state in which it would provide the most effective service
Assessed in relation to their performance, suitability, condition, as well as the effect thereof on
service delivery
Disposed of, if the assessments so indicate, at best value for money to the state, in respect of
financial and/or social returns.
47
Overview
In addition to this, it also introduces the concepts of asset portfolio management, as a means to evaluate
priorities for the delivery of new infrastructure against that of the maintenance of existing infrastructure,
within the context of a limited capital and operational budget, while at the same time meeting national and
provincial priorities, and maintaining the service delivery objectives of the relevant user of such
infrastructure.
It also introduces the concept of project portfolio management as a means to prioritise expenditure within
the framework of a limited capital or operational budget while meeting national and provincial priorities.
In line with the objectives of the Toolkit, the CIDB Act and the PFMA, GIAMA aims to introduce uniform
asset management practices to all organs of state. Such practices include the use of:
User Asset Management Plans (U-AMPs) as a means for a user to state its needs in a uniform and
structured fashion within the context of its service delivery objectives and the asset portfolio that
supports its on-going operations. GIAMA requires the user to unpack its user asset management plan
into management plans for:
o New asset requirements
o Repair requirements
o Disposal requirements
Custodian Asset Management Plans (C-AMPs) as a means for a custodian to coordinate delivery
on the needs of a user within the context of a common portfolio strategy and analysis framework that
takes cognisance of individual user needs, the requirements of maintaining a sustainable asset
portfolio and structured work plans (management plans) to ensure on-going delivery in line with the
operational priorities of users. GIAMA requires the custodian to unpack the portfolio strategy and
management plan (beyond the initial requirements for a capital work plan) into management plans that
address:
o Capital works
o Maintenance
o Leases
o Disposals.
The C-AMP is presented in two parts:
o
o
The first part (Portfolio Strategy, Asset Performance-, Life Cycle- and Portfolio Analyses) forms
the Portfolio Management Plan
The second part (Capital Works-, Maintenance-, Leasing-, Disposal Plans and Budget) forms
the Implementation Plan.
Functional performance assessments by the user to ensure that assets meet the operational
requirements of users. The functional performance includes measures such as a user assessment of
condition, suitability, locality, accessibility, utilisation, level of service and security in relation to the
national priorities for facilities.
Condition assessments, at least every five years, by suitable technical personnel, to ensure that
maintenance requirements are determined in a uniform and structured fashion.
Life cycle costing techniques for the evaluation of asset and procurement alternatives, thereby
ensuring that all asset alternatives have been considered on an equal basis, and an appropriate asset
management- and procurement strategy are selected for the relevant assets.
Feasibility analysis techniques to ensure that the individual infrastructure requirements are properly
documented and agreed upon by both the user and the custodian, while the economic value of the
asset and procurement alternatives are compared based on the life cycle cost, delivery capacity and
risk of the custodian and implementing agent and the long term sustainability of the specific user
requirement.
Valuation techniques to ensure that the valuation of assets is done in an economical, viable and
technical appropriate manner for the process requirement at that point
Minimum requirements for asset registers to ensure that both the user and custodian can interact
with the asset register in relation with their views on the asset management data.
48
Overview
Asset performance measures which allow the user and custodian to measure the on-going
sustainability and operational efficiency of infrastructure components and the value for money derived
from capital investment during the project life cycle.
Current reporting requirements to National Treasury on project implementation has not been replaced and
are left intact as per the requirements of the relevant National and Provincial Treasury.
GIAMA also separates the accountability for asset management between the user and custodian, without
interfering with the constitutional responsibility of the relevant ministers, premiers and members of
executive councils. It tacitly, as for all legislation, places the obligation on the relevant minister and
premier to delegate responsibility and accountability for user and custodianship to the department which
can deliver against such responsibility in an optimal fashion.
Table 6 below describes the general responsibilities as envisaged by the Act of User versus Custodian
departments.
Table 6: Summary of key roles and responsibilities per GIAMA
Role
Responsibility
Description
Portfolio
Management
Key Account
Management
Portfolio Analyses
Cost Engineering
Property
Management
Works Planning
Property
Management
Contracts
Management
Property Valuation
Property Account
Administration
Procurement
Management
Programme
Management
Project Manager
Specification
Estimating
Facility
Management
Construction
Contracts
Management
Operations
Management
Accountability
and
delegation
Custodian
Custodian
Custodian
Custodian
Custodian
Custodian
Custodian
Custodian
User
Custodian
Custodian
Custodian
Custodian
User
49
Overview
Role
Responsibility
Maintenance
Management
Description
Accountability
and
delegation
Custodian
From the above table, Toolkit users are to note the following important issues in deciding who fulfils the
role of User or Custodian:
The Act does allow that in certain cases a department that would ordinarily be regarded as a
User department, such as for example the Department of Education, may elect to take on the
responsibility of the Custodian as well for particular reasons.
A User department may also elect to use the services of an Implementer or Implementing
Agent, to implement works on their behalf, as opposed to utilising the Custodian department
itself as the implementer. In such cases the User department is to exercise caution as to
where the ultimate responsibility and accountability rests.
The Toolkit has embedded the implications of GIAMA by aligning phases and functions of the
infrastructure management cycle with the requirements of the Act. Where terminology introduced by
GIAMA differs from that of other generally accepted terms it is indicated as such.
50
Overview
51
Overview
52
Overview
challenges. Fairness is vital because social injustice is unsustainable and collaboration is often
a prerequisite for large-scale change.
Social transformation and redress is important and needs to be integrated within the broader
transition to sustainability. Integrating sustainability and social transformation in a strategic and
coherent manner will give rise to greater opportunities, efficiencies, and benefits, for both the
institution and society.
King II required companies to implement sustainability reporting as a core aspect of corporate
governance. Since 2002, sustainability reporting has become a widely accepted practice and
South Africa is an emerging market leader in the field. However, sustainability reporting is in
need of renewal in order to respond to:
o The lingering trust deficit among civil society of the intentions and practices of big
business;
o Concerns among business decision makers that sustainability reporting is not fulfilling
their expectations in a cost-effective manner.
53
Overview
11. Disclaimer
This toolkit is intended as a resource information document to be used by public sector client for purposes
of accelerating the delivery of infrastructure in government. The CIDB together with its partners do not
accept any liability either direct or indirect for any action arising out of the use of the toolkit.
The copyright and ownership of the toolkit reside with CIDB and it reserves the right not to allow any
person to use the toolkit without any prior written permission.
54
Overview
Term
Activity
Advanced Asset
Management
Asset
Asset
Asset (Immovable)
Asset Management
Asset Management
Information System
Asset Management
Strategy
Asset Manager
Definition
Source
55
Overview
Term
Asset Register
Authorisation
Basic (Core) Asset
Management
Batch order
Brief
Capacity
Capital Expenditure
(CAPEX)
Cash flow
Category
Client
Completion
Components
Condition Based
Preventative Maintenance
Construction Industry
Construction Procurement
Definition
Source
IDM Toolkit
IDM Toolkit
IDM Toolkit
Adapted from ISO 6707-2 Building
and civil engineering Vocabulary
- Part 2: Contract terms
International Infrastructure Management
Manual Ver.3.0 2006
56
Overview
Term
Contracting Strategy
Corrective Maintenance
Corrupt Practices
Cost plan
Custodian
Defect
Deferred Maintenance
Delivery Management
Demand Management
Definition
Source
57
Overview
Term
Eligibility Criteria
Employer
Engineering and
construction works contract
Estimate
Facilities / facility
Facilities / facility
Facilities Management
Framework agreement
Fraudulent practice
Definition
Source
IDM Toolkit
IDM Toolkit
58
Overview
Term
Governance
Immovable Asset
Management
Infrastructure
Infrastructure
Infrastructure
Infrastructure (or
engineering infrastructure)
Infrastructure Assets
Infrastructure Plan
Irregular expenditure
Joint programmes
Key Performance
Indicators
Definition
Source
IDM Toolkit
IDM Toolkit
www.princeton.edu
Meriam Webster
IDM Toolkit
59
Overview
Term
Level of Service
Life
Life Cycle
Maintenance
Definition
Source
Maintenance Plan
Management contract
60
Overview
Definition
Source
Non-Asset Solution
Term
Operation
Packaging strategy
Performance Monitoring
Overspending
Package
Package information
Package Order
Planned Maintenance
Portfolio
Portfolio Balancing
Pricing strategy
Prioritisation
Procurement procedure
1.
Periodic necessary to ensure the reliability
or to sustain the design life of an asset or
component.
2.
Predictive condition monitoring activities
used to predict failure.
3.
Preventative maintenance that can be
initiated without routine or continuous checking
(e.g. using information contained in maintenance
manuals or manufacturers recommendations)
and is not condition based.
Collection of projects or programmes and other
work that are grouped together to facilitate
effective management of that work to meet
strategic business objectives. The projects or
programmes may not necessarily be
interdependent or directly related.
The process of organising the prioritised work into
a co-ordinated mix that has the best potential to
collectively best support and achieve strategic
goals.
Strategy which is adopted to secure financial
offers and to remunerate contractors in terms of
the contract procurement strategy: selected
packaging, contracting, pricing and targeting
strategy and procurement procedure for a
particular procurement.
The process of ranking the selected work based
on their evaluation scores and other defined
management considerations.
Selected procedure for a specific procurement
IDM Toolkit
Adapted from NEC3 Framework
Contract
61
Overview
Term
Procurement strategy
Programme
Programme Management
Project Definition
Project Management
Project Risk
Property
Property Management
Property Manager or
Facility Manager
Property ownership
Definition
Source
IDM Toolkit
IDM Toolkit
IDM Toolkit
IDM Toolkit
IDM Toolkit
IDM Toolkit
IDM Toolkit
IDM Toolkit
62
Overview
Definition
Source
Term
Record of information
IDM Toolkit
Risk Management
Scope of work
Secondary procurement
policy
Refurbishment
Rehabilitation
Renewal
Repair
Replacement
Respondent
Responsible, accountable,
support, consult with,
interact with matrix
Risk
Service contract
Service Delivery
Agreement
Service Maintenance
63
Overview
Definition
Source
Services
Term
IDM Toolkit
Statutory permissions
IDM Toolkit
Strategic Goals
Supply contract
Targeting strategy
IDM Toolkit
Task order
Tenderer
Unauthorised expenditure
Strategic Plan
Strategic Plan
Strategy
Unplanned Maintenance
Useful Life
User
IDM Toolkit
64
Overview
Term
Value Management
Definition
Source
and
Asset Management Learners Guide:
National Treasury
65
Overview
Abbreviation
AC
Actual Costs
APP
ASGISA
AV
Actual Value
BAC
Budget at Completion
BBBEE
C-AMP
CAPEX
CAS
CCTV
CD
Chief Director
CD
Compact Disk
CFO
CIDB
CMIP
CoGTA
CPI
CPI
DBSA
DCC
DD
Deputy Director
DMS
DOE
Department of Education
DOH
Department of Health
DORA
DP
Delivery Process
DPLG
DPSA
DPW
DRIP
EAC
ECC
ECS
ECSC
ECSS
EPWP
EV
Earned Value
EVM
EXCO
Executive Council
66
Overview
Abbreviation
FIDIC
FM
Facilities Management
GCC
GDP
GIAMA
GIS
GWM&E
HOD
Head of Department
HR
Human Resources
HSE
HVAC
IA
Immovable Asset
IA
Implementing Agent
ICE-SA
ICOMS
IDIP
IDM
IDMS
IDMT
IDP
IGP
IGR
IGR Act
IIMM
IMESA
IP
Infrastructure Plan
IPIP
IPMP
IRM
IRR
JBCC
JIPSA
KPI
LCC
Life-cycle costing
LG
Local Government
M&E
MDG
MEC
MEP
MF&C
MFMA
67
Overview
Abbreviation
MinMec
MIOS
MS
Microsoft
MTEC
MTEE
MTEF
MTSF
NDPW
NEC
NEC3
NEIMS
NGO
NIMS
NIPP
NPV
NSDP
NT
National Treasury
O&M
OOP
OSP
P&B
PABX
PC
Procurement Milestone
PCAS
PCC
PEP
PFMA
PG
Practice Guide
PGDS
PIA
PIDC
PM&D
PMBOK
PMI
PMO
PMU
PPP
PPPFA
PSP
PV
Planned Value
R&R
RASCI
68
Overview
Abbreviation
SANS
SCM
SDA
SDBIP
SFU
SLA
SMME
SOE
SPAID
SPI
SV
Schedule Variances
ToR
Terms of Reference
U-AMP
VO
Variation Order
WBS
WSDP
69
Overview
RESPONSIBLE
The Doer
ACCOUNTABLE
Owner
SUPPORT
Facilitator
CONSULT
In the Loop
INFORM
70