Integrated Decision-Making & Dynamic Resource Deployment

As discussed in Part 1, traditional models can lack strategic oversight and are often only a transactional collection of independent task orders. This fragmented approach can see different programme functions (e.g. engineering, procurement, estimating etc) operate independently, with limited communication and collaboration. This format means critical information may not be shared or considered, leading to decisions being made individually rather than collectively.

Under the integrated model, stakeholders treat each other as partners and always consider how decisions impact others as well as the programme and its legacy.

To address these issues, a fully integrated decision-making approach should: 

• Promote collaboration and communication: See each other as partners and encourage open communication and collaboration between different project functions and stakeholders
• Share information and data: Ensure that all relevant information and data is readily available to all decision-makers from a single source of truth
• Use a common decision-making framework: Establish a consistent, value-led framework for evaluating and making decisions which are linked back to the business case
• Involve stakeholders early and often: Engage relevant stakeholders in the decision-making process from the outset to avoid delays, keeping everyone informed of the outcomes
• Deploy technology-enabled solutions: Use technology to improve efficiency, facilitate integrated data-led decision making and support collaborative communication

Adopting this model will give the right people access to the right data at the right time with the right strategic guidance – allowing them to make informed decisions. In turn, they can make trade-offs and communicate outcomes to stakeholders. These outcomes can then be landed without damaging the programme’s perception, impacting stakeholder buy-in or hindering momentum.

If realised, this will allow large and complex infrastructure programmes to rapidly adapt to ever-evolving situations on the ground while providing confidence of their performance.

Dynamic resource deployment emphasises flexible, real-time allocation of resources based on shifting programme priorities, allowing programmes to maximise efficiency and optimise effectiveness.

Currently, many struggle with outdated models that prioritise presenteeism and capability-focused workstreams over strategic, integrated deployment.

Under these models, resources are tasked and mobilised based on predefined skillsets or capabilities. While functional in its basic form, its lack of strategic focus can result in low utilisation and brings challenges to integration. All of this impacts value for money.

To counteract these issues, a shift towards dynamic resource deployment is essential. This more fluid model aligns more closely with the evolving needs of the programme rather than sticking to static models.

At its heart is the shift from an agency model—where suppliers act primarily in their own interests and those of their immediate contractual obligations—toward a stewardship model, where each partner sees themselves as a custodian of programme outcomes. To achieve this, the following outcomes should be realised: 

• Integrated teams: Resources should be dynamically mobilised, not based on static capability structures, but in response to strategic activities identified by the programme’s integrated plan and decision-making framework. This ensures that resources are allocated based on real-time needs
• Zero-based resourcing: This means resources must be assessed for their alignment with current programme goals. No assumptions are made based on historical deployment practices, ensuring that teams and individuals are allocated where they are most needed. This approach is particularly important in an environment where flexibility is key such as changing investment priorities or supply chain shortages
• Incentive structures: Traditional models, which rely on long-term, low-cost deployments, may struggle to adapt to this dynamic model. However, when combined with intelligent incentivisation structures that reward value-driven results, this approach can significantly improve value for money and reduce long-term costs

Decisions need to be rehearsed and stress-tested to ensure that system impacts are understood. Stakeholders need to move from sitting around tables with static data to being able to dynamically manipulate and call on different viewpoints to tackle strategic challenges. Adopting an integrated approach helps the programme arrive at the decision most aligned to its overall goal, whilst recognising any impacts on stakeholders. Combining this approach to better decision-making with dynamically deployed capability enables programmes to operate more efficiently and effectively. Implementing this approach will help achieve better outcomes, improve value for money, and improve stakeholder alignment and confidence.