The Challenge:

The Project Controls function in a Canadian business unit of a global mining company was challenged with disparate ways of working across mining areas and low team engagement. In the transition from Study to Execution phases, the function had not yet adapted to the new ways they needed to work or the new integrated project team structure that was deployed the previous year, so the leader sought support for an organizational redesign and embedment of a new team and ways of working.

The Solution:

C-Shift provided organizational change management and project management support to the Project Controls Leadership Team to accomplish implementation of the new organization and to understand what key leaders/customers across the project wanted from the function. A plan was developed to align leaders across how the Project Controls team should be working and identify key focus areas for improvement and added value. Subsequently, a roadmap was developed to build and deploy key initiatives across the function to address inconsistent ways of working, low engagement, cultural identity, and improved customer service to Project Controls’ stakeholders. Upon re- interviewing key project leaders and stakeholders, it was determined that the effort significantly improved delivery and confidence in Project Controls’ data and reporting.

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