We had one of Canada’s largest transmission companies facing a multi-billion-dollar expansion.
The parent company, a large international engineering firm focused on the design and build of the new transmission lines and substation assets.
The Project Management Office (PMO) managed the building and commissioning of news assets with an engineering-centric lens.
The enterprise was competent to operate and maintain existing assets, but had no significant capital project experience.
This resulted in the enterprise not being able to define the Operational Readiness (OR) requirements to ensure new assets when energized could be safely operated and maintained.
Defined, documented and integrated 17 stakeholder groups business requirements ensuring reliability, operability, maintainability, safety, and sustainability into the capital projects delivery model and the individual project’s defined scope of work.
The enterprise piloted and subsequently adopted the Operational Readiness Integration Model.