Delivering complex infrastructure safely, efficiently, and consistently is at the core of our business. Central to achieving this is our Project Management Office (PMO)—a group function that defines and upholds best-in-class project management standards across our global operations.
Our PMO aligns with globally recognised models—providing the backbone for our approach to planning, procurement, project controls, enterprise risk, and plant management. But more than just enforcing compliance, the PMO is a strategic enabler, embedding consistent practices while empowering business units to lead and own their projects.
“The PMO exists not to take control, but to raise capability and ensure every project team has access to the right support, guidance, and tools to succeed.”
A Collaborative Model, Not a Command Centre
Our PMO does not cut across the accountability of our business units. Project leaders and BU teams remain fully accountable for their tenders and delivery outcomes. What the PMO offers is a layer of consistent support—tools, guidance, standards, and when required, experienced eyes on tenders and projects under stress.
Advice from the PMO is not mandatory—but it is expected to be engaged with. Every recommendation is met with either a plan for implementation or a considered rationale for divergence. This ensures transparency, accountability, and a feedback loop that fosters trust and shared ownership.
When and How They Engage
The PMO selectively engages in projects and tenders that are high-risk, complex, or show signs of underperformance. This involvement typically arises through our established governance channels—such as monthly reviews or gold-silver-bronze tender assessments. No formal request form is needed: it’s about being embedded where it counts.
Support may include:
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Deep dives into planning or procurement concerns
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Estimate quality reviews during tender preparation
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Risk alignment and mitigation strategies
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Capability uplift through coaching or targeted forums
Partnership Across the Group
The PMO works hand-in-hand with other group functions like Group Engineering. While technical disciplines remain the domain of the Technical Directors, the PMO provides the broader delivery-focused lens—ensuring projects are not only technically sound but well set up for execution.
“It’s all about working together. The PMO doesn't second staff into project teams, but ensures they’re equipped and supported to deliver safely and successfully.”
Building Long-Term Capability
Growth for the PMO is not measured in headcount, but in impact. One of its primary goals is to uplift internal capability—transferring knowledge and experience into business units rather than creating external dependencies.
This is achieved through:
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Internal training
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Knowledge-sharing forums
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Proactive engagement and coaching
By investing in the development of our teams, the PMO plays a vital role in building a more resilient, capable, and future-ready project delivery organisation.
Looking Ahead
As McConnell Dowell continues to grow and evolve, our PMO remains a critical pillar—quietly but powerfully ensuring that every project is grounded in discipline, collaboration, and foresight. It’s a modern model of excellence in action: enabling, not dictating; advising, not enforcing; partnering, not policing.
