Practical 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, ensuring consistent quality across multiple projects and customer satisfaction.
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 addressing questions related to 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. operating expenses, plant flexibility vs. level of automation).
While the company did have some of the knowledge needed to address the key issues involved in projects of this complexity, it was scattered among numerous project managers and had not been documented in a standardized manner. In addition, it was necessary to fill in the gaps with external expertise.
Specific task
- 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 aim of ensuring on-time delivery, adherence to budget, and fulfillment of requirements.
- Strengthening the collaborative 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 long-term implementation and ongoing optimization of the defined approach.
KBC's Approach
Close involvement of the client from the very beginning was essential for developing a systematic plan for this major project and for its subsequent implementation.
We began by conducting interviews with selected subject matter experts within the company to assess the current state of affairs, best practices, and the existing 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 phase of requirements clarification. Through close communication with the process stakeholders, we ensured the applicability and acceptance of our solution approach.
The management committee subsequently formally approved the results and gave the green light for the pilot phase. 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 met. All feedback from the participants was compiled and incorporated into the final version.
The resulting methodology 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.
