Background & Challenges
A large-scale industrial megaproject required seamless coordination across four continents, involving multiple organizations, cultures, and contractual structures. The project was divided into two main sub-projects:
- Modification to an existing refinery.
- Greenfield facility built on a remote island with limited labor and resources.
Key challenges included:
- Multi-stakeholder involvement – Three project owners, a main general EPCM contractor, three construction companies, and dispersed vendors.
- Geographically dispersed teams – Work was split across four construction sites, multiple subcontractors, and vendors.
- Cultural and language barriers – Construction teams consisted of laborers, supervisors, and managers from around the globe.
- Project governance & transparency – Budget ownership and an incentive-based cost-plus contract created initial conflicts.
- Safety & compliance – Workers had to adapt to strict North American safety regulations despite cultural differences.
Strategic Approach
- Integrated Project Teams – Project owners worked transparently as an integrated team, fostering trust and collaboration.
- Hybrid Governance Model – A semi-integrated approach between the owner and primary contractor ensured alignment.
- Enhanced Communication – Regular virtual meetings, site visits, and multilingual reporting bridged geographical and cultural gaps.
- Contract Optimization – Conflict resolution efforts turned the incentive-based cost-plus contract into an advantage.
- Safety & Language Adaptations – Training programs, multilingual signage, and visual learning techniques ensured compliance with strict US safety rules.
Key Outcomes & Results
- Reduced execution risks through structured governance models.
- Improved cross-team efficiency and trust among global partners.
- Achieved on-time and on-budget delivery despite geographical challenges.
- Enhanced worker safety & efficiency with customized compliance training.
