NZTA Waka Kotahi embarked on an ambitious project to streamline their operations by consolidating their Wellington teams into one space within Bowen Campus. With a tight deadline to deliver this solution, they reached out to TwentyTwo, seeking support to “stand-up” their project.
TwentyTwo’s Dean Croucher and Steffi McKeown (working alongside Andy Cardno and Nikki Mazur) developed an ‘implementation roadmap’ identifying all the interrelated workstreams that needed to be mobilised to ensure a successful outcome. The roadmap initiated a wide range of activities including:
- Steering Group – establishing a governance group to oversee the project, with Dean Croucher appointed as an independent expert to support the Chair
- Consultant Appointments – developing a procurement plan and supporting Waka Kotahi to procure the lead consultants needed for delivery – fitout architect, project manager, building services and cost management – leaning on TwentyTwo’s Delivery22 experience
- Strategic Briefing and Engagement – commencing the stakeholder engagement and business briefing to inform the workplace and fit-out design with TwentyTwo’s Workplace22 team and Duncan Mitchell leading this initial workstream, developing a Strategic Design Brief and the briefing of the fitout design team once appointed
- Te Ara Kotahi – integrating Te Ao Māori into the project
- Workplace Change Management and Communications – aligning the wider organisational outcomes sought through the workplace project, including enrolling the teams on the journey and developing appropriate messaging and engagement cadence
- Workplace Technology – developing a fully integrated technology solution with TwentyTwo’s Technology22 team (Matthew Peko-Fox and Andrew Craig) initially developing a Workplace Technology Plan and going on to provide a full range of technology advice
- Fitout Contractor Appointment – identifying opportunities to integrate with the base building construction team with Dean Croucher leading the initial engagement with LT McGuinness and putting in place an ECI contract to help inform the fit-out design and delivery
- Programme, Cost Management and Reporting – ensuring comprehensive programme monitoring across all workstreams and cost centres and providing assurance to the Steering Group and Leadership Team throughout the project life
- Fitout Design and Delivery – overseeing the fitout workstream (through its design development and evolution) and its integration with base building and critical interrelated workstreams such as technology, security, Te Ara Kotahi and branding
There has been universal agreement that the overall outcome has transformed the agency’s National Office, providing a contemporary and agile environment. The fitout project is increasingly being recognised by the architectural and property communities as an outstanding example of a modern hybrid workplace.
While there were many internal staff, external consultants and providers involved, the initial advice provided by TwentyTwo (and ongoing specialist guidance) established the project as a strategic transformation project, not simply another property project. This strategic lens, together with providing a structured and integrated workplan, set the project up for success.
