Business’Analysis’All’shook’Up’ · A v o n R i v e r A v on R i v e r W a im k r River W...
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Business Analysis All shook Up Karin Lehmann
Transcript of Business’Analysis’All’shook’Up’ · A v o n R i v e r A v on R i v e r W a im k r River W...
Business Analysis All shook Up
Karin Lehmann
• Before….
Video by Lukas Kaupenjohann
September 4th 2010 – 4:35am
Video by Noel Leeming
Canterbury Earthquake Recovery Authority
FILE : DRAFTING CHECKED DRAWN APPROVED
FIG. No. REV. PROJECT No. APPROX. SCALE (AT A3 SIZE)
CERA CANTERBURY EARTHQUAKE RECOVERY
Land Damage Map NTS
0
.
Notes: Low-‐resoluTon aerial photos sourced from Google Earth (Copyright: 2009). High-‐resoluTon aerials provided by New Zealand Aerial Mapping (February 2011) Property boundaries provided by Christchurch City Council
Land Damage A^er 4 September 2010
!
Approx Scale 1:50,000 0 500 1000 1500 2000 2500 (m)
Legend
Areas of observed liquefacTon
Port Hills area
Canterbury Earthquake Recovery Authority
FILE : DRAFTING CHECKED DRAWN APPROVED
FIG. No. REV. PROJECT No. APPROX. SCALE (AT A3 SIZE)
CERA CANTERBURY EARTHQUAKE RECOVERY Aggregated Building Damage Map
Building Damage A^er 4 September 2010 NTS 0
.
Notes: Low-‐resoluTon aerial photos sourced from Google Earth (Copyright: 2009). High-‐resoluTon 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
!
Approx Scale 1:50,000 0 500 1000 1500 2000 2500 (m)
Legend
Repairs > $100k (houses which had significant damage but could be economically repaired
Rebuilds (houses which are beyond economic repair)
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)
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
Avon
Riv
er
Avon River
Waimakariri River
Waimakariri River
Heathcote River
Avonside
ChristchurchAirport
NewBrighton
Riccarton
Sydenham
ChristchurchCentral
Fendalton
Papanui
Casebrook
Halswell
Kaiapoi
Cashmere
Woolston
MountPleasant
Shirley
Brooklands
Sumner
Ü
Contractor Work Areas Post Sept 2010 EarthquakePod Areas
DISCLAIMER: This map is for informational purposes and has not been prepared for, nor is it suitable for legal, surveying, or engineering purposes.Users of this information should review or consult the primary data and information sources to ascertain the usability of the information. There is nowarranty or guarantee as to the content, accuracy, timeliness, or completeness of any of the data provided, and assumes no legal responsibility forthe information contained hereon.Copyright Reserved - Christchurch City Council, City Care, Crown, Orion, Transpower, Telecom, Contact, Telstra, Ecan.
File location: G:\GIS\MXDs\Reporting\Pre_SCIRT_Pods_20120626.mxd
Created by: schefflere Date: 26/06/2012
Version: Sheet Size: A3
Map Sheet: 1 of 1 Scale:
0 1 2 Kilometers
1:60,000
Avonside
Bexley
Brooklands
Halswell
P e g a s u s B a y
Estuary of the Avonand Heathcote Rivers
February 22nd 2011 – 12:51pm
Material sourced from the Ministry of Civil Defence and Emergency Management(MCDEM) Christchurch Earthquake Footage which is licensed by MCDEM for re-‐use under the CreaTve Commons AkribuTon 3.0 New Zealand Licence.
Canterbury Earthquake Recovery Authority
FILE : DRAFTING CHECKED DRAWN APPROVED
FIG. No. REV. PROJECT No. APPROX. SCALE (AT A3 SIZE)
CERA CANTERBURY EARTHQUAKE RECOVERY
Land Damage Map NTS
0
.
Notes: Low-‐resoluTon aerial photos sourced from Google Earth (Copyright: 2009). High-‐resoluTon aerials provided by New Zealand Aerial Mapping (February 2011) Property boundaries provided by Christchurch City Council
Land Damage A^er 4 September 2010
!
Approx Scale 1:50,000 0 500 1000 1500 2000 2500 (m)
Legend
Areas of observed liquefacTon
Port Hills area
Canterbury Earthquake Recovery Authority
FILE : DRAFTING CHECKED DRAWN APPROVED
FIG. No. REV. PROJECT No. APPROX. SCALE (AT A3 SIZE)
CERA CANTERBURY EARTHQUAKE RECOVERY
Land Damage Map Aggregated Land Damage A^er 22 February 2011 NTS
0
.
Notes: Low-‐resoluTon aerial photos sourced from Google Earth (Copyright: 2009). High-‐resoluTon aerials provided by New Zealand Aerial Mapping (February 2011) Property boundaries provided by Christchurch City Council
!
Approx Scale 1:50,000 0 500 1000 1500 2000 2500 (m)
Legend
Areas of observed liquefacTon
Port Hills area
Canterbury Earthquake Recovery Authority
FILE : DRAFTING CHECKED DRAWN APPROVED
FIG. No. REV. PROJECT No. APPROX. SCALE (AT A3 SIZE)
CERA CANTERBURY EARTHQUAKE RECOVERY Aggregated Building Damage Map
Building Damage A^er 4 September 2010 NTS 0
.
Notes: Low-‐resoluTon aerial photos sourced from Google Earth (Copyright: 2009). High-‐resoluTon 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
!
Approx Scale 1:50,000 0 500 1000 1500 2000 2500 (m)
Legend
Repairs > $100k (houses which had significant damage but could be economically repaired
Rebuilds (houses which are beyond economic repair)
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)
Canterbury Earthquake Recovery Authority
FILE : DRAFTING CHECKED DRAWN APPROVED
FIG. No. REV. PROJECT No. APPROX. SCALE (AT A3 SIZE)
CERA CANTERBURY EARTHQUAKE RECOVERY
Aggregated Building Damage A^er 22 February 2011 NTS 0
.
Notes: Low-‐resoluTon aerial photos sourced from Google Earth (Copyright: 2009). High-‐resoluTon 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
!
Approx Scale 1:50,000 0 500 1000 1500 2000 2500 (m)
Aggregated Building Damage Map
Legend
Building Damage Ra.o (Repair cost esTmate / replacement cost)
0% -‐ 20%
20% -‐ 40%
40% -‐ 60%
60% -‐ 80%
80% -‐ 100%
100% (rebuild because it is uneconomic to repair the building)
Legend
Building Damage Ra.o (Repair cost esTmate / replacement cost)
0% -‐ 20%
20% -‐ 40%
40% -‐ 60%
60% -‐ 80%
80% -‐ 100%
100% (rebuild because it is uneconomic to repair the building)
‘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 invesTgaTon required to
quanTfy • Likelihood of on going seismic acTvity – 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
• Create a purpose built organisaTon to deliver infrastructure
• An alliance of public and private organisaTons • A $500 million a year business over 5 years
SoluTon:
Define the SoluTon
Establish the Architecture Implement OperaTonalise
(Deliver results!)
Delivery Teams
Integrated Services Team (IAT)
Mgt Team
People of Christchurch and New Zealand
Board
City Care Downer Fletchers Fulton Hogan McConnell Dowell
Consultants
Design
CCC
Timeline…. March 2011 – Alliance concept conceived 6 weeks later (4th May 2011) – Stronger Christchurch Infrastructure Rebuild Team (SCIRT) formed and contract signed 9th May – 1st SCIRT employee (Duncan Gibb – General Manager) 4th July – Temporary site (15 people to 60 People) 31st August 2011 – TransiTon of IRMO to SCIRT July to October -‐ Office Build (move in 9th October) End of October – 245 people fully producTve in new office
EQ
Alliance contract Temporary office
245 personnel in new office
First teams move to new office
Process Analysis work
From This: To This:
To This:
In 12 Weeks!!!
CollaboraTon CompeTTon
So what’s so different about SCIRT?
Clear common Vision Clear measureable KRAs/KPIs which drive the required behaviours
So what’s so different about SCIRT?
• No Win-‐Lose situaTon – all parTes either win together or lose together
• Clear vision –
• “Value is in everything we do” • Vision of a legacy beyond the rebuild
Crea%ng resilient infrastructure that gives people security
and confidence in the future of Christchurch
Define the SoluTon
Establish the Architecture
Implement
OperaTonalise (Deliver results!)
Commercial Agreement Drivers, Values, Mindsets, Behaviours
BAs!
OrganisaTonal structure Programme of projects – define lifecycle Systems
Enable to ability to deliver results
Projects being delivered
Define the SoluTon
Establish the Architecture Implement OperaTonalise
(Deliver results!)
Processes and Systems
The Challenge: • Timeframes! • Develop Processes & Systems WHILE work being carried out • 26 different organisaTons come together:
• Different cultures • Different language • Different processes & systems
• Create and document all processes – 2 BAs, 4 months • Visibility • ‘Extreme Agile’ – changing environment and prioriTes • A^ershocks!
Project DefiniTon
Concept
Detailed Design
ConstrucTon Handover
Strategy and Asset Assessment
Project Life Cycle • Create certainty in changing context
Project DefiniTon Project DefiniTon Manager
Professional Services Manager
CCC, NZTA, Delivery Team Alliance Manager
Project AllocaTon Design
Business Systems Manager
Commercial Manager
Professional, Services, VFM Alliance Manager
Concept Design Design Manager Professional Services Manager
Asset Owner, ECI Delivery Manager
Detailed Design Design Manager Professional Services Manager ECI
TOC EsTmaTng Manager Commercial Manager VFM, ECI Alliance Manager
Delivery Manager
Project AllocaTon ConstrucTon
Business Systems Manager
Commercial Manager
VFM, Delivery Managers Alliance Manager
ConstrucTon Project Co-‐ordinator Delivery Manager Commercial Team, VFM
Handover Business Systems Manager
Commercial Manager CCC CCC
PracTcal CompleTon Alliance Manager Alliance Leadership Team CCC
Project CompleTon Alliance Manager Alliance Leadership Team CCC
Phase Responsible Accountable Consulted Informed Gateway
1
2
6
3
4
5
0
7
8
9
Some efficiency achievements…. Project lifecycle – from concept to physical works –
Most construcTon 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…. ProducTve teams hiyng the ground running from day 1 $40 Million a month of Design work pumped out
How were efficiencies achieved? • Insist on common language • NegoTaTng 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 • IdenTfying the usual ‘sTcking points’ and figuring out how to eliminate them… • Do things once
How were efficiencies achieved?
BA Mandate: • Design and document all the processes • Gather the system integraTon requirements • Business Intelligence tool configuraTon and reporTng
requirements • Process Training
What we did: • Workshops/FacilitaTon • Interviews/MeeTngs • CommunicaTon/Bringing people
together • Keeping a strategic overview • Process modeling • DefiniTons • Structure
The Enterprise BA: BABOK =
Or for us…..
What we did…
BA value proposiTon…
The skills and techniques we bring as Business Analysts can be vital to the success of an organisaTon or a project Change – TransformaTonal rather than incremental
A storm is an opportunity for a rainbow…
PASSION
CollaboraTon towards a common vision
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