Case Study

Transformation Management in the Energy Sector

Interim Executive Transformation Management at a Major Infastructure Project

q

Several German transmission system operators as joint owners of the project
General contractor for all phases from planning to approval, construction and commissioning

p

Different understanding of responsibilities and tasks between project participants
Highly complex project structure: large number of subcontractors with diverging interests; unclear control structure and challenging approval situation
Insufficient use of synergy potential
No risk management but risk avoidance

m

Development of a coordinated expectation management and a common interpretation of the tasks regarding the concluded contracts
Clear and unique definition of roles and tasks as well as the organizational structure
Establishment of a superordinate instance for project optimization and transformation
Implementation of an overarching, project-wide understanding of partnership beyond the roles of client and contractors

n

Analysis of the status quo in the project based on objective criteria (measure – evaluate – report)
Assessment and comparison of the respective expectations of the project participants
Conceptual design and implementation of a change board to synchronize the different expectations
Establishment of a board to accompany transformation and cultural change

x

Optimization of project organization and responsibilities
Resolution of the differences related to the contract modalities
Establishing clear and unambiguous decision-making structures
Further development of the project towards measurable increase of project progress (improvement of timing, cost savings) and management of transformation including establishment of a common project culture
Increase of confidence and satisfaction of stakeholders, also on political levels

These articles might also interest you: