Improving Public Works Planning And Setting The Bar For Government Procurement Operations
The Approach
The leadership set goals to not only significantly reduce the time taken to deliver a new procurement cycle, but also to raise the transparency and probity of how it was done. The agency used XeP3 to identify and remove the sources of “Noise”, not just the symptoms.
Through the investigation and analysis, the agency found that over a quarter of its total procurement effort was Noise – reflecting a sizeable opportunity to create capacity. Underlying issues quantified by XeP3 included excessive back-and-forth between numerous teams when finalising contracts, the use of manual tools and reworking staff errors.
The agency’s team redesigned the process, supporting policies and the roles themselves. XeP3 showed that the new process design reduced effort and created 30% capacity for the team.
The Results
The agency led a rapid implementation program to fix the causes of Noise and redesign operations.
The new process design created 30% operational capacity by addressing the Noise found. The agency invested this capacity in more procurement capability, dedicating expertise to major projects and improving risk management.
