Case study | Partners in Performance | Global Management Consultancy

Case Study

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Business challenge

Our client needed help to deliver the project on-time and on-budget.


A large pulp and paper producer was building a multi‑billion pulp plant in the middle of their pine and eucalyptus plantation.

Project implementation was complicated by divided responsibilities between 25+ Engineering, Procurement and Construction (EPC) teams, each with multiple subcontractors and a project reporting structure that did not allow for clear visibility and problem resolution.

Business impact

0 weeks

total potential savings (not cumulative) in various critical path reductions

0 days

of delay recovered in principal substation after three weeks of focus to meet critical commissioning date


increased production capacity of concrete supplier

  • Identify key areas for attention and deployment of rapid response team to resolve critical issues
  • Implement an owner's managerial War Room, plus 20+ contractor site War Rooms
  • Train owner's team to conduct daily sessions in War Rooms to control rate, readiness and critical path through relevant construction key performance indicators
  • Identify gaps and problems in contractors' schedules to reduce risks and/or maximise time‑saving ideas

Key Takeaway

  • Gain transparency and alignment for PMO through using strategically‑located visual boards with area‑specific detail cascaded to visually keep track of progress, schedule, ownership, etc.
  • Implement visual schedule to highlight interim deliverables on the critical path, helping EPCs to focus time and resources – on this engagement, we increased the number of concrete trucks dispatched by 8:30am each morning, from less than 6 to 10 trucks
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