An international airport in Australia was working to deliver its largest investment of capital in the airport since it opened. The project was to expand and improve the airport’s international and domestic terminals to meet forecast growth in passenger numbers and to meet the airport’s customer experience vision. The airport sought IPA assistance in establishing an effective and robust program team to manage the investment.
IPA interviewed program stakeholders to understand the logistics for executing the program of work, legislative mandates, and current competencies. After identifying critical sources of complexity, IPA and the client aligned on a high level framework for forming the program team. IPA used Best Practices for team effectiveness specific to the context of the client’s program, and recommended team structure and reporting relationships for the program organization, with a particular focus on managing project management contractors (PMCs), the contracting strategy the organization decided to use in managing the program.
We identified competency requirements by phase, including roles and responsibilities tailored to executing a program in an operating environment. Furthermore, IPA identified key positions to be staffed by owners, and hiring priorities with respect to the PMC chosen for the program.