The challenge
Effective coordination of ten inter-related projects.
Programs of this scale don't fail for lack of ambition — they lose momentum when the pieces don't move together. With ten inter-related projects needing to move as one, the complexity of coordinating across teams, contractors and government stakeholders was significant.
- No shared structure. Each of the ten projects had its own team, contractor and timeline, with no common approach to keep them aligned.
- Risk of cross-purposes. Without common objectives and management approaches, teams risked working against each other without knowing it.
- Aggressive schedule and cost targets. Front-end loading needed to progress rapidly to meet the program's delivery commitments.
- Complex delivery and operations interfaces. The delivery and operations phases required clearly defined scopes and performance metrics, developed alongside industry-leading partners.
The challenge was to create the conditions for ten projects to function as one program — with shared direction, clear accountability, and the discipline to stay on track under pressure.
Our approach
Established disciplined governance and delivery.
PQ brought both the structure and the leadership the program needed — not just designing the system, but stepping in to run key parts of it.
- Established governance. Set up executive-level steering and functional workstreams to create clarity, consistency and accountability across the program.
- Set execution structure. Defined roles, interfaces and boundaries for the Owner's team and each project contractor, so everyone understood where their work began and ended.
- Enabled teams to deliver. Provided fit-for-purpose routines, dashboards, controls and reporting so that management and project teams had the visibility and confidence to act decisively.
- Provided program and project leadership. Led the program of key process step projects directly, while guiding and supporting the project managers of related infrastructure projects.
The outcomes
A capable and ready team.
With structure in place and momentum established, the program had what it needed to deliver.
Value/risk based decision making
The Steering Committee could make informed, confident decisions backed by clear and consistent data across all ten projects.
One cohesive integrated team
A matrix structure that scaled with each new project added, drawing on common functional support, resources and systems across the program.
Clear accountability
Every team member understood their role, their targets, and how their work contributed to the overall objective.
Sustained drive
A disciplined focus on the integrated solution and performance targets — maintained even as cost and schedule pressures intensified.