The client is a large energy company mandated to develop clean and renewable energy facilities (wind, solar, thermal and hydro-electric) servicing the North American market.
They have over 50 operating power generation facilities with a large portfolio of development projects coming on-line in the next few years. The development projects are large and technically complex with inherent risks in new technology (e.g. solar panels and wind turbines), permitting and environmental compliance (avian and habitat impact), and construction (e.g. weather delays). It should be emphasized here that the client truly has safety at the top of mind, which is reflected in their culture, “on-the-ground” activities and in their corporate values: Quality, Efficiency, and Care.
The client’s management staff developed a high-level “stage gate” process combining project development life-cycle deliverables i.e. those deliverables necessary to plan, engineer and construct the actual product – wind farm, solar farm, etc. in a stage-by-stage progression overlaid with project gating control at the end of each stage (as one component of management governance and oversight). In addition to the product lifecycle and the gating mechanism, repetitive (by stage) and progressively elaborated project management deliverables were identified.
At this point, management asked Watershed CI to develop a project management methodology based on their high-level stage-gated model. The challenge for Watershed CI was to seamlessly incorporate the stage-gate concept with the client’s product development methods into an industry best practice project management methodology (henceforth called the Client Project Management Methodology or CPMM).