When this multi-billion-dollar project began, all project management systems were based on Excel spreadsheets. The issue with this was that each contractor had a spreadsheet for their part of one of the three major projects and they were all disconnected from each other.
The lack of integration and centralisation of their data meant that visibility of the project overall and reporting on its progress was a major time-consuming challenge with regular inaccuracies and “hit and miss” forecasting.
There was no common process as to how they were managing their seven major contractors, which meant that there was also no easy way of controlling their associated costs. Consequently, managing the project’s cash flow and keeping a cap on its overall budget was an extraordinarily complex task.
Knowing the project would only increase in complexity, the client needed one system in place, one single point of truth, to help them streamline processes; store and access critical information in a centralised manner; and manage the scheduling and costs of the entire project.