This role required me to step-up a gear in programme development, the co-ordination / integration of various parties and the collection and presentation of project schedule related information. Coming from a predominately claims background, an Alliance seemed a little foreign. Although design was on-going and changing throughout construction the same date for practical completion remained and thus the programme was highly dynamic. Being such a high profile project upped the pressure further still, as did other key stakeholders from both an environmental and local landowner point of view.
I was able to further develop and tailor schedule information for different parties, at all different levels. Typical presentations of information would include a weekly status of the baseline schedule, which would be further refined against a ‘target cost’ weighted S-curve analysis of the various work fronts. Similarly, a ‘Delivery’ or Time Chainage chart was developed and updated for presentation to the Alliance Leadership team (ALT).
By working closely with Field Engineers and Management, we were able to use this data as a critical tool for working around potential problems / delays and reducing their potential impact.
The 70km of pipeline, tunnel and pump stations were completed ahead of schedule on this $750, 0000 critical infrastructure project.