Real-world example
Systematic Preparation of Large-Scale Projects
The increasing volatility in the business environment (new technologies, markets, growth, etc.) calls for a systematic approach as well as standardized methods and tools. By systematically preparing for large-scale projects, efficiency can be improved throughout the entire project lifecycle, and consistent quality across multiple projects—as well as customer satisfaction—can be ensured.
Background
Our client, the in-house engineering division of a global corporation, is responsible for planning and implementing both the expansion and renovation of existing plants and the construction of entirely new production sites. It faced the challenge of clarifying requirements and questions regarding the following topics:
- Country-specific requirements (e.g., import laws, approval processes).
- Local conditions (e.g., climate, soil conditions, logistics).
- Clarifying requirements with the relevant process partners and resolving potential conflicts of interest (e.g., cost-effective procurement vs. Opex costs, plant flexibility vs. degree of automation).
While some of the knowledge regarding the key issues necessary for projects of this complexity was available within the company, it was scattered among numerous project managers and not documented in a standardized manner. In addition, it was necessary to fill in the gaps with external expertise.
Specific Task Description
- Design, agreement, and piloting of a systematic approach—from clarifying requirements prior to commissioning the large-scale project through to the start of production—with the goal of ensuring on-time delivery, adherence to budget, and fulfillment of requirements.
- Strengthening the collaboration model between in-house engineering, suppliers, and customers—in this case, the regional subsidiaries responsible for market-oriented production.
- Expansion of the project scope to include a preliminary phase for early support in defining requirements.
- Ensuring the sustainable implementation and ongoing optimization of the defined approach.
KBC Approach
To develop a systematic plan for this large-scale project and ensure its long-term implementation, it was essential to closely involve the client from the very beginning.
Through interviews with selected subject matter experts within the company, we first assessed the status quo, best practices, and the current process model. Based on this initial analysis phase, we developed the first draft of a new gate review concept for large-scale projects. This draft included all relevant questions regarding the respective project phases as well as the expansion of the process model to include the preliminary requirements clarification phase. Through close collaboration with the process stakeholders, we ensured the applicability and acceptance of our solution.
The management committee subsequently formally approved the results and gave the green light for the pilot. During the pilot phase, the top improvement ideas were incorporated, and both the process and the questions were adapted as needed. The pilot phase was successfully completed, and the procedure was established as the standard after all objectives were achieved. All feedback from the participants was compiled and incorporated into the final version.
The resulting method for preparing and managing large-scale projects significantly supported a structured approach. In addition, the method and the underlying processes demonstrably intensified collaboration between in-house engineering, suppliers, and the customer and significantly improved project outcomes from the perspective of the regional subsidiaries and top management. Furthermore, a tool for addressing core issues and defining responsibilities and tasks was successfully piloted. This ensures its applicability for future projects.
