Preparing new facilities for success

The value of operational readiness planning for your projects

You are nearing the end of the construction phase of your project and starting to see light at the end of the tunnel, but have you considered how the facility will operate when in use?

Investing in operational readiness planning is a key decision and is often recognised by project boards / decision makers as of particular importance in projects that have significant public interface mixed with high customer service expectations (e.g., leisure centres, libraries, museums, a new bus terminal). The key to successful operational readiness planning is the team’s ability to bring together people, processes, assets and technologies. Operational readiness planning can help to mitigate risks and is valuable in building confidence for a trouble-free day-one and beyond.

You may have heard of phrases such as ‘Soft Landings’, however this is not the same as operational readiness. Soft landings focus on the overall performance and user satisfaction of a building post-construction, whilst operational readiness ensures that all operational aspects are ready and compliant before the project goes live.

The following are some key operational readiness considerations to keep in mind as you prepare for your project’s operation:

One of the most common risks to any programme is that the facility does not go-live on the intended date and/or experiences escalating costs. An operational readiness plan assures the readiness aspects of a project and can identify where action is required.
Some facilities are highly regulated. For example, when preparing to open a public swimming pool, there are strict requirements around the disposal of swimming pool water and employing lifeguards that have the requisite qualifications. Failure to meet industry-specific standards and regulations may lead to legal penalties and fines. Operational readiness planning can help to ensure that compliance checks, training or certifications are considered well in advance.
Opening a new workspace, facility, or infrastructure project has a direct impact on the reputation of the organisations involved and can bring with it reputational risks. This impact can be negative if there are issues, or positive when everything goes smoothly. Operational readiness programmes can help identify issues early in individual workstreams and present a holistic view of the impact to the whole project.
Part of an operational readiness programme should include the preparation of business continuity plans that address normal, irregular, and emergency operating conditions. The closure of a public facility can cause significant issues; re-establishing operations as quickly as is safely possible or working through temporary disruption is key. Having a developed plan is one thing, ensuring it can be effectively executed is another, which is why an operational readiness programme normally includes trials development to test the proposed operations.
Projects have an end goal, be it the introduction of new software or the opening of a public library. In any project there will be people who have sight of the whole project, and some who only are aware of their specific part. An operational readiness programme brings individual parts together with an integrated approach, guiding everyone towards that end-goal.
The proving of the readiness of a facility provides the owner/operator and users with the assurance that the people, systems, facility and processes are ready for day one operations. Operational readiness programmes should include structured staff recruitment and training, familiarisation, validation of the Service Delivery Plan and may include procurement of services (e.g., Facilities Management), trials and handover, as well as reporting throughout the project life cycle.

Operational readiness planning is a critical component for ensuring the seamless transition of projects from development to full-scale operations. By focusing on key areas such as people, processes, technology, risk management, stakeholder engagement, and maintenance, organizations can effectively prepare for and navigate the complexities of operational deployment.

Meeting industry-specific standards through compliance checks, specialized training, detailed SOPs, and continuous improvement practices further enhances the reliability and efficiency of operations. Ultimately, a well-executed operational readiness plan not only mitigates risks but also sets the foundation for sustained success and growth.

As such, operational readiness should be seen as an investment and not a cost and is applicable to projects of all scales from a public leisure centre to a resource recovery facility to a bus interchange.

As you embark on your operational readiness journey, remember that thorough preparation and proactive management are the cornerstones of achieving operational excellence. Stay committed to continuous improvement and adaptability to ensure your organization remains resilient and competitive in an ever-evolving landscape.

Andy Steele and David Randall work within Operations Consulting London which forms part of Arup’s Advisory Services team. Andy specialises in life science logistics and has over 30 years of experience in industry and consulting. David specialises in new public buildings, and over the last 10 years has planned the operation of a museum, a library and a sports stadium, and has led the preparations for opening a bus / coach facility and several small railway stations.

If you have any questions on this topic, or would like support, please contact your Delivery Associate, or email DeliveryAssociatesNetwork@Arup.com