Pipeline Megaproject Project Completion
This Canadian pipeline megaproject had an engaged team and lots of motivation, but the transition from Construction to Commissioning and Ops Readiness needed focus, prioritization and follow-through.
“The pressures of meeting the milestones causes so much stress – getting help to step back, see the big picture and focus on progress and priorities, not just issues, helped reduce the conflict between groups.”
— Project Director
Context/Challenge
Capital projects work in phases, and before transfer of custody, the flood of documents necessary to enable system commissioning and sign-off can be overwhelming.
This pipeline megaproject was underway for years, with 8 Prime Contractors and multiple stakeholders. Construction ‘Mechanical Completion” was approaching, and focus was shifting towards commissioning and operational readiness. As construction dates slipped, but ops handover dates didn’t, urgency increased.
Internal analysis showed a nearly 0% probability of accomplishing Transfer of Custody and Turnover to Operations, and an assessment by RLG revealed a trajectory far too slow to enable timely completion.
The “I don’t know how to do this differently” proclamations allowed space for RLG to challenge existing processes and introduce new approaches, and large financial penalties for late delivery drove urgency.
- Construction Focus: most were not looking ahead to system completion,
- Lack of Clarity: the scope and deliverables for completion were poorly understood, as were the process steps to collect, review and approve them,
- Process Complexity: most deliverables required many handoffs, reviews, and revisions—an enormous amount of coordination, effort, and interfaces.
Approach
Establish a systematic and in-control delivery of all project deliverables.
- Establish Leadership Directive: Orchestrate advocacy and clear messaging for a much more rigorous approach to Project Completion. This drove urgency and enabled shifts in the organization.
- Clarify the Deliverable: Many lists across numerous stakeholders outlined what had to be done. First was establishing one source of truth for all deliverables. Second was understanding the nuances of that data.
- Clarify the Processes: Working with leaders and teams across departments to intentionally establish process clarity through process maps, roles, responsibilities, and handover protocols for each of many deliverables.
- Systematic and In Control: Designed and deployed tracking mechanisms, reporting and the Operating Rhythm for communication and review to drive action—clarified what, when, who, and how across more than 10 owner teams and all Prime Contractors.
Result
From a 0% probability at the beginning of the year to 100% complete, 11 months later.
- Successful, on-time transfer of custody in November and turnover to Operations in December,
- Enabled payout of a substantial financial bonus,
- Energized an attitude of contribution and accomplishment.
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