Major capital construction programs are highly complex and typically include many significant activities beyond those that are termed construction. Whether the endeavor is a new healthcare campus, sports stadium, power plant, floating production-storage-offloading vessel, a public-private partnership, or a new city master-plan, the interfaces the owner or sponsor must manage are enormous. Stakeholders frequently comprise multiple government and regulatory bodies, consultants, contractors, financiers, and internal departments within organizations. For this reason and others, the manner in which owners and sponsors pursue program governance and handle project management controls issues is critical to their success.
Energy infrastructure projects, especially electric and gas transmission and distribution, as well as certain power generation projects such as coal and hydro, are encountering intense scrutiny from local, state and federal regulators. This has not only added increased time and cost to projects but it has also resulted in increased public scrutiny and difficulty obtaining personnel resources and contractors adept at managing these increasing risks and project complexities.
In this installment of the KPMG Major Projects Advisory Project Leadership Series we examine a few key lessons learned helping clients to address governance and project management controls issues in the early stages of program development and planning.