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Digital Design-Built Policies are coherent plans for digital infrastructure delivery which align with recognised industry standards and frameworks. They seek to digitise the asset lifecycle by requiring the use of specific digital technologies in the design and construction process.

To service the increased demand and protect Sydney’s inland waterways, Sydney Water commissioned three major inland wastewater treatment plant upgrade projects – Riverstone Wastewater Treatment Plant, Quakers Hill Water Recycling Plant, and St Marys Water Recycling Plant.

Preparations for the London 2012 Olympics involved 137 projects each in separate contracts of varying scale, from major works including the 80,000-seat Olympic stadium, through to preparation works at small-scale competition spaces. The program was delivered amid a local environment of heavy government, media, regulatory, and public scrutiny that demanded the program be delivered on-time with positive health and safety, quality, and environmental and sustainability outcomes .

The Happy Valley Underground Stormwater Storage Scheme (HVUSSS) primarily involves the construction of an underground stormwater storage tank with a capacity of 60,000 m³ located beneath the sports pitches surrounded by the horse racing track of the Happy Valley Racecourse. The storage tank is sized to accommodate a 50-year flood event.

The Town Planning Scheme (TPS) makes land available for urbanisation by pooling and readjusting lands and appropriating areas for public purposes through negotiations between the local planning authority and landowners. Ahmedabad City in Gujarat state, through the Ahmedabad Municipal Corporation (AMC), has undertaken urban expansion using the Danilimda TPS to integrate land use planning and service provision.

Hyderabad's growing population and road congestion resulted in the Government of Andhra Pradesh pursuing Hyderabad Metro Rail which, in its first phase, is a 72 km network covering three high-density traffic corridors.

The Seoul Metropolitan Government (SMG) undertakes infrastructure projects within the city covering assets such as roads, tunnels, and subway lines. Design and planning are performed by departments within SMG while the actual construction work is the responsibility of the Seoul Metropolitan Infrastructure Headquarters (SMIH).

Watercare is owned by Auckland Council and is New Zealand's largest water utility responsible for providing water and wastewater services to the approximately 1.4 million people in the Auckland region. Watercare is required to maintain the network in line with the organisation's ambitious cost, sustainability, reliability, and safety targets.

The New Dunedin Hospital is a new hospital to be constructed in the lower region of New Zealand’s (NZ) South Island. Complex projects such as the New Dunedin Hospital typically suffer from an imbalanced risk allocation between the client and contractor due to a lack of investigative works or market engagement in the planning process.

This case study looks at how Transit Oriented Development (TOD) is undertaken in Tokyo, in one of the most densely populated urban environments, to successfully improve passenger experience and footfall. The Shibuya redevelopment project looks at using TOD to gentrify the local area across the five urban schemes that make up the overall redevelopment: Hikarie Culture Core, Station Central, D?genzaka project, Station-South, and Sakuragaoka project. The project is being completed in stages.

This case study explores the fast-paced delivery of the reconstruction of the bridge which was viewed as a national challenge and imperative. Resources exploring lessons learnt from the collapse itself can be found in Further References .

The Mass Rapid Transit (MRT) project aims to increase passenger transport capacity of the public transport system, reduce air pollution, and by extension improve Jakarta’s investment climate by delivering a system that accommodates short-distance transport in Central Jakarta.

The toll road section of Jakarta-Bogor-Ciawi in Indonesia is approximately 50 km long and was opened in 1978. It is owned and managed by PT Jasa Marga, a state-owned enterprise responsible for managing many of Indonesia’s toll roads. PT Jasa Marga experienced difficulty accessing private financing for new toll road projects due to the long-term nature of returns, the high delivery risk, the high demand and usage risk, and a historic preference among institutional investors in Indonesia for short-term investments.

Ahmedabad Urban Development (AUDA) proposed an innovative approach to help cut down the park maintenance costs using a Public-Private Partnership (PPP) model. AUDA collaborated with Anand Milk Federation Union Limited (AMUL), one of India’s largest dairy cooperatives, to maintain the Ahmedabad Municipal Corporation (AMC) public gardens in return for being given the rights to establish and operate a retail store in these public gardens.