Project Controls Transformation

Deloitte has extensive experience of successfully setting up and transforming project controls. We’ve helped transform organisations responsible for some of the most complex capital projects including asset management organisations, ‘in-flight’ projects, programmes running multiple projects, and pop-up organisations responsible for the delivery of ‘mega projects’. Using our experience we can define what good looks like and provide insightful benchmarking against leading practice and programmes of equivalent size and complexity.

In our experience clients and traditional engineering and other project management consultancy firms who deliver project controls, fail to establish an optimal sustainable capability because their approach is limited to a technical knowledge of project controls disciplines.

While the project controls disciplines are a core component of any project controls transformation; our experience is that there are three elements that need to come together to drive success:

1. Project controls disciplines: to provide the technical controls aspects.
   Setting out the project controls technical requirements and capabilities is complex and it requires suitable qualified and experienced people to support their definition and development.
2. Integrated operating model: to consider the required capability from a leadership, culture & talent; organisation; governance; process; data & reporting; and systems perspective.
   We have adopted our Deloitte Target Operating Model approach to underpin project controls, modelling the key elements required to ensure the right programme decisions can be made based on assured data produced in a consistent manner.
3. Transformation approach: to ensure the right environment and culture exists to enable the change.
   Fundamental to transforming project controls is ensuring the right environment is created and sustained for change both within project controls disciplines and the overall organisation operating model.