Context

The organisation had recently shifted its operating model to set itself up for optimal delivery of a large capital program. That meant a complex set of interfaces between internal and external teams (commercial, design and construction partners), underpinned by systems and processes that reflected a serious level of governance.

The project management framework for capital works delivery had also been updated after a lengthy consultative process. The next challenge? Making sure everyone understood it and actually used it.

After going through the tender process (and winning it – yay!), followed by a series of fruitful working sessions with the leadership group, we got clear on what mattered most. In a nutshell, they were looking for improved responsibility and better relationship across boundaries to bring the new operating model to life. Their version of ‘better together’ centred on increased consistency in how they worked together internally and with their external partners, using a set of shared values, tools and guides to lean on as work ramped up.

What did we do together?

Essentially, this was the plan:

• Get to know people and understand their work context

• Bring them together to look honestly at how delivery was currently working and what might be possible for the future

• Dive into specific project examples to help shape the toolkit. It needed to be relevant and practical so team members would actually use it and it would add real value

• Develop a framework for ‘How we operate’ that would serve them best

• Teach the basics of the ‘How we operate’ toolkit

• Hand it over, make sure it was accessible and usable, then guide the leadership group on how to embed it over time

We’re talking about a group of 60-70 engineers, project managers, construction managers and commercial or project planning types.

What did this look like?

We used a mix of virtual and in-person approaches. Initial interviews (about 35) were virtual, immediately followed by an in-person and all-person (60-70 people) Immersion Gallery. Here relationships were strengthened, meaningful conversations were facilitated about what’s working (and not) in capital delivery, and commitments were made to make small changes now, with more significant changes to come.

We formulated a set of culture and mindset shifts for this part of the business that would be relevant to the whole organisation, as Delivery expanded its influence. These shifts became the foundation of ‘How we operate’ – an approach to project teamwork supported by tools and techniques for both generic application and tailored to specific parts of the project life cycle.

To design the toolkit, we spent time with a few project teams (in-person workshops, at project sites where possible), working out where increased skill, a shared toolkit, and an agreed approach would help with smoother delivery. Virtual focus groups helped us gather broader input to refine our understanding and further tailor the toolkit to ensure it was fit for purpose.

We then went back to the projects to share the draft toolkit, teach key elements, and get their ideas on the shape and format of the tools and accessibility of the entire kit. Then, with the remainder of Delivery (50-60 people), we ran two workshops to bring everyone together again, draw links between the Immersion Gallery and ‘How we operate’, teach the tools, and collect final feedback.

The Maintenance plan, centred on sustained culture shift and increased capability, was documented and reviewed with the leadership group. Ideas were merged with consideration of their new management operating system, and commitments were made with budgets and delivery schedule for the year in mind.

Where did we get to?

We can’t overstate how closely we worked with the management group from start to finish (and still do). It made for an enjoyable partnership: we were clear on responsibilities (for the whole and its parts) and we shared insights and information both ways. That made a real difference. It improved the toolkit itself and strengthened its impact on delivery, via our customer’s leadership.

This tight collaboration helped everyone stay on track with deliverables and the commitments that supported them. As for the key objectives:

• Relationships between key roles within the project team were strengthened

• These relationships allowed for better quality conversations, especially in relation to the operating model and project management framework. People in the project team could align on intersecting parts of the RASCI to ensure its successful implementation over time (as new projects come on board)

• An exceptionally high-quality co-branded toolkit was delivered in two interactive pdf formats: one focused on key models, the other with all the detail on tools and techniques for ‘How we operate’

• The management group became more tightly aligned around the best way to deliver projects (‘How we operate’) and selected tools they could model and coach their people in. They also built a strong, structured management framework to lead their people through the change

Following the Discovery:

After the whole-group Gallery:

And about the toolkit workshops:

Why it matters

At its heart, this work was about more than just a toolkit or a new set of processes. It was about helping people feel confident in how they deliver complex projects together. By strengthening relationships, clarifying expectations, and giving teams practical tools they could actually use, we made it easier for them to do great work. And to enjoy it along the way.

Delivery is serious business – these projects are important to the people of NSW. But that doesn’t mean it has to feel heavy all the time. When people understand what good looks like, believe they can move towards this ‘better’ outcome, feel supported by their leaders, and can rely on each other, they’re free to focus on solving problems and making progress. That’s when the operating model comes to life. Not as a document on a shelf, but as the way people show up every day.

And that’s why this type of work in general, and this specific engagement, matter. When you build capability and connection, you don’t just deliver the project. You set the team up to deliver the next one, too.