Project optimisation and transformation management

For an infrastructure project in the energy sector

The highly complex project structure led to differing views on the distribution of responsibilities and tasks as well as diverging points of interest. Tools such as the status quo analysis and the implementation of a change board helped to optimise the project organisation and make it more transparent.

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Company Details

Several German transmission system operators as joint owners of the project
General contractor for all phases from planning to approval, construction and commissioning

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Situation and Challenge

Different understanding of responsibilities and tasks between project participants
Highly complex project structure: large number of subcontractors with diverging interests; unclear control structure and challenging approval situation
Insufficient use of synergy potential
No risk management but risk avoidance

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Objective and Tasks

Development of a coordinated expectation management and a common interpretation of the tasks regarding the concluded contracts
Clear and unique definition of roles and tasks as well as the organizational structure
Establishment of a superordinate instance for project optimization and transformation
Implementation of an overarching, project-wide understanding of partnership beyond the roles of client and contractors

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Measures and Procedures

Analysis of the status quo in the project based on objective criteria (measure – evaluate – report)
Assessment and comparison of the respective expectations of the project participants
Conceptual design and implementation of a change board to synchronize the different expectations
Establishment of a board to accompany transformation and cultural change

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Results and Achievements

Optimization of project organization and responsibilities
Resolution of the differences related to the contract modalities
Establishing clear and unambiguous decision-making structures
Further development of the project towards measurable increase of project progress (improvement of timing, cost savings) and management of transformation including establishment of a common project culture
Increase of confidence and satisfaction of stakeholders, also on political levels

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