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Portfolio Project Management

PFES helps one of the country’s largest fully regulated utilities complete a construction project by assembling and deploying its portfolio and construction management team. The PFES team helped the utility recover costs, get back on schedule, and improve quality.

Our client, one of the largest fully regulated utilities operating in seven states, was constructing a 100-mile high voltage transmission line. Additionally, the client, in a joint venture with two partnering utilities, was building several new high-voltage substations and a 75-mile high voltage transmission line.

Key Challenges

Internal deficiencies and inadequate cost forecasting
Having not developed a new transmission line in decades, the client turned to PFES for transmission line and substation construction management expertise, as well as portfolio project management support. Some key challenges facing our client included engineering and construction budget overruns, lack of construction contract clarity and change order management, and inexperience in substation and linear project construction management.

PFES Solution

Portfolio project management and quality assurance
Following an in-depth review of project status, resources, and deficiencies, PFES deployed a team of industry experts that integrated seamlessly into the client’s organizational structure. The PFES Portfolio and Construction Management team utilized PMI methodologies to support project management and ensure more accurate cost forecasting, ensuring that budgets and schedules were recovered to the greatest extent possible. Project gaps were quickly identified and filled by PFES consultants, resulting in tangible cost savings and re-work avoidance.

Outcome

Internal deficiencies and inadequate cost forecasting
Having not developed a new transmission line in decades, the client turned to PFES for transmission line and substation construction management expertise, as well as portfolio project management support. Some key challenges facing our client included engineering and construction budget overruns, lack of construction contract clarity and change order management, and inexperience in substation and linear project construction management.