The average size of infrastructure projects has grown dramatically in Australia and New Zealand in the past ten years. New delivery mechanisms have been developed and along with them, a very different allocation of risk.

Having significant experience from both the private sector construction contractor side and Government Agency side with the development, tendering, negotiating and delivery of major water, road and rail infrastructure projects we are able to provide pragmatic support to project teams working in pressurised environments.

The following are some of the major water, road and rail infrastructure projects we have been involved with:

Water:

Sydney’s Prospect Water Filtration plant;
Noosa's biological wastewater treatment plant;
New Zealand’s Hutt Valley Wastewater plant and Manukau Wastewater plant;
Perth’s Southern SeaWater Alliance desalination plant;
Victoria's Wonthaggi Desalination Plant;

Road:

Sydney’s M7 and
Lane Cove Tunnel motorways;
Brisbane’s Clem7 Tunnel motorway;
Melbourne’s Eastlink motorway;
Brisbane's Airport Link road project;
Sydney's WestConnex Motorway Projects;
Perth's Gateway road projects;
Melbourne's East-West link project;

Rail:

Sydney’s Epping to Chatswood Rail project;
Perth’s MetroRail infrastructure project;
The Sydney Metro project development;
Sydney's South West rail and Glenfield to Leppinton rail projects;
Sydney's Southern Rail Freight Network;
Sydney's North West rail network;
Melbourne's Regional rail network.

Developing a project from concept through planning approvals and then through the procurement process takes time, dedication and patience. Attitudes and understanding on both sides of the commercial ledger have changed significantly in recent times. There is now a genuine new understanding between Government and Business that a focus on a win:win approach will achieve the best outcome for the project.

We can help you develop the best win:win project procurement and delivery strategies; provide insights as to how risk allocation is assessed and accepted on both sides so the best commercial terms can be developed; and assist your teams to better understand the options and related drivers in terms of procurement models; financing options; risk allocation; and payment and reward mechanisms.

With average major projects now valued in the hundreds of millions and even billions of dollars successful project management has been raised to a whole new level. Project management by super-human effort is not enough!
Project delivery at any level depends on four key fundamentals:

Planning

Fail to plan and you plan to fail. The bigger and more complex the project the more emphasis required on forward planning;

Organising

Hire the best people; have a simple and clear organisation structure; give clear authorities and accountabilities to your management team and let them get on with the job;

Leading

Leadership is about communication; motivation; providing clear direction and delegation. It’s not about doing the work; and

Control

Don’t operate from the seat of your pants! Have in place appropriate systems and controls to manage the project risks.