Pit2Port  //  Approach

Central to our operations are the following aspects:

Safety

Positive safety culture is created and led from the entire leadership team. The correct drivers, strong reporting and an understanding of regulatory compliance are critical. Focus on safety in design and fatigue management can sometimes be overlooked.

Scope, Budget and Cost Management

Clarity of scoping leads to robust project estimation/budgets creating confidence with stakeholders. This clarity allows accurate forecasting and Change Control Procedures.

Environmental Approvals

Obtaining practical Conditions of Consent (CoC) for Noise, Air, Water Quality, Contaminated Lands, Sensitive Ecology, Traffic and Coastal Management is a major challenge. Where Federal and State Government CoCs are required, alignment and consistency between levels of government is difficult, but can be achieved with planning,  patience and relationships.

Finance & Commercial Strategy

A strong business case for the project should be demonstrated to the Stakeholders with a framework to be used to optimise cash flow and revenue streams.

Funding Approvals

Gaining funding at project phases and developing an engineering/staging solutions to optimise the use of capital is key.

Program Management Tools

Our toolkit ensures that we accommodate all constraints and complexities. We know the challenges involved and have the capabilities to deal with them.

The program management discipline with its big-picture view plays an important role in the successful delivery of organisational strategies. Pit2port Management’s expertise covers the entire project lifecycle from its early design and optimising phase, right through to delivery.

Project Governance

A project requires solid governance to provide direction and control during all phases. It is crucial to define and implement a structure within which the project can be efficient and effective. Adequate mechanisms must be provided to manage risks, stakeholders, benefits, resources and quality.

Project Development

There is a need to establish steps/processes for the Design Team to control progression.  Interactions with Operation teams ensures input/ownership and often gets the best value engineering results.

Schedule/Program Management

A skilled planner and robust total project program gives stakeholders confidence. Benchmarking and testing program assumptions need to be done with diplomacy.

Project Dependencies and Prioritizing

Projects within a program make up a mutually dependent network. We identify project interdependencies, while recognising other factors that help prioritise projects and resources so the program is effectively aligned with the vision.

Quality & Environment

Quality management through the project lifecycle, with a heightened focus on the Quality Management Plan/Procedures is needed ahead of construction. During construction ‘Zero Environment Harm’ is necessary as a breach creates significant delays/costs, project specific training can directly save costs or reduce risk. Environmental engineering reduces cost and risk; strategic advisers should be used in development and design.

Risk & Opportunity Management

Early risk workshops and staying focused on risks ensures the best mitigations are found.  Workshops need to be regular and scheduled ahead of intense work periods. Upward risk reporting allows executive management to remove blockades.  Positive thinking and capturing ideas in an opportunities process allows a clear demonstration of how spending money will save money.

Team Management

Team leadership, development, team building, communication, engagement and reward/recognition are key. Problem-solving skills and abilities are imperative. Above all a positive attitude is essential.