A notable natural gas distribution company
The company needed help standardizing and improving their project management process. Although they would plan and execute projects, they could not manage the construction portion efficiently.
The company’s engineers felt they lacked proper knowledge and experience to oversee finances and address inefficiencies. As a result, they were continually losing skilled workers. We outlined processes for construction work, organized sessions with groups of engineers and mapped workflows for training. Over the course of 16 weeks, our team worked closely with their management team, reviewing how young engineers did their work. We were then able to define new processes for official training documentation.
Over the course of the seven-month project, we focused on the following three areas:
An immediate improvement in its asset integrity management program
Quicker onboarding of new staff
Better management of high-risk activities
Improved financial management of projects
Our work together helped the company focus on safety, finance and project management. As a result, they were able to consistently deliver projects on time and on budget. Although some processes required time to mature, the company’s asset integrity management program experienced an immediate positive impact.
Approximately $17 million was spent on pipeline integrity in 2014, half of which was due to construction partner costs. After our work, these costs came in 10% under budget, thanks to crewing efficiencies and tighter financial control. Future financial improvements are expected once the benefits of front-end project planning materialize.
Motivated by improved role clarity, the staff gained a greater sense of confidence in completing the work. With better project management skills, engineers were able to train other technical experts and project managers. The company also enjoyed greater customer support, even earning an award for engineering work with heavy process flows.