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Project Manager : Project Manager Aug Sept 2012
28 Project Manager turner & toWnsenD, sPecIALIsts in property, infrastructure and natural resou rces, c redit PMo implementations as the cor nerstone of success. Martin Londra, national Director of Project Management at turner & townsend, says that their main point of difference is that turner & townsend has done it before successfully – and he’s not being glib. “ The PMos that we’ve worked in and delivered have been up and running for years, which has allowed us to build and prove our track record; the benefits are tangible. clients do expect you to be able to demonstrate the ex perience of mobilising a PMo team of say 30 and 50 expert staff ” he says. “ We have integrated suites across systems and tools, people and processes – and we have an ability to put our people into client environments regardless of the systems any particular client may operate.” turner & townsend approaches programs with a very specific and tailored mindset so that each client benefits from their own bespoke arrangement. And although it’s a highly customised solution, a degree of flexibility is inbuilt via the project team. “We can decide what is most appropriate for the client at that point in time and for that particular set of program objectives,” says Londra. “That allows us to be much more flexible.” turner & townsend agrees at the outset what form of transfer of knowledge and systems needs to occur by the end of the commission. The company then ensures the client organisation is able to continue r unning systems and processes, and retains its intellectual property . “It’s a c lose, supportive relationship between ourselves and our clients when it comes to handing over processes and systems at the end of our commission,” Londra says. ••• cAsE sTuDIEs KING sHAKA INTErNATIONAL AIrpOrT thE PrOGraM Development of a green-field international airport in Durban, South Africa, for 7.5 MPAX (million people) delivered to a challenging schedule to meet 2010 World Cup kick-off. COntriButiOnS • Project controls and reporting; • Integration of cost and program plus production of dashboard reporting; • Master programming and project planning from pre-award to hand over; • Document management; and • Risk management and quality assurance with establishment of procedures, structures and controls. BEnEfitS dEliVErEd New airport delivered as fit-for-purpose, on time and within budget. Created clearly defined responsibilities in the project services team and between other major delivery teams, ensuring the client had clear responses. Necessary project control governance procedures were established from day one, centrally owned to update and improve as necessary. Consistent and quality reporting highlighted awareness and enabled the project management team to resolve project issues. Complete, auditable records of technical documentation and correspondence reside in a formal project repository. Martin lOndra case study PMOs have a unique place in the portfolio, program and project lifecycle, making everything from assurance, governance, improving standards and reporting as efficient and transparent as possible. Turner & Townsend’s PMO implementations in support of airport projects showcase benefits ranging from tools to the bottom line. Big on bespoke pmos WE HAvE INTEGrATED suITEs AcrOss sysTEms AND TOOLs, pEOpLE AND prOcEssEs
Project Manager June July 2012
Project Manager Oct Nov 2012