Sydney Light Rail

Sydney’s hot market’ had made it difficult for them to build and retain in house capability and project delivery was potentially at risk because the team had limited sector experience and immature processes and tools.

tram travelling on busy street
Value Added
  • Implementation of a new baseline for the program enabled the client to monitor and improve the performance of the remaining scope
  • New project controls, including changes to processes and systems, were implemented
  • Improved cost management (i.e. Earned Value) was adopted as an early warning mechanism ensuring the project was progressing as planned
  • Functional realignment of the project team due to capability gaps.
  • Creation of a new planning and controls team identified as the most important capability gap which needed to be addressed. This resulted in several new hires for the client
Creative railroad travel and transportation industry business concept: summer evening view of high speed commuter passenger train departing from railway station platform with motion blur effect

Transport for New South Wales (NSW)

LogiKal was engaged in the PMG within Transport for NSW to help establish and implement a new PMO framework designed to manage the project controls of all project delivery divisions within the organisation.

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Forrestfield Airport Link

LogiKal was engaged to provide transaction advisory services and establish a PMO, providing project controls systems assurance structures to accurately gauge program and project performance.

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