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Aurecon 360 Issue 8 - Thinking in action

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PROGRAMME MANAGEMENT 11 "Over the past decade, we have seen significant changes in how owners manage their infrastructure portfolios, particularly in how they think about and address risk and value. We have also seen the increasing focus many owners place on forging strong, successful relationships with industry and the myriad stakeholders that may be impacted by a major programme of works," says John. Best practice Lessons learned "People, stakeholder and supply chain management impacts are critical factors in determining the successful outcome of the programme." Aurecon has a track record of managing complex programmes, often within some very challenging environments. In the Queensland Children's Hospital case study that follows on page 13, we highlight some of these and the outcomes we achieved by adopting a fresh, flexible approach, tailored to suit our client's particular needs. Supply chain partners Planning to deliver Large programmes present a great opportunity to create a human legacy from the programme, as well as the more obvious physical outcome. This is achieved by establishing a well-developed and informed supply chain and a new sustainable skill base in those areas which are directly affected by the programme, and also those areas which may be more remote but which can benefit from the programme through the supply chain. Aurecon Thinking in action

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