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While the complex nature of these interfaces will put significant pressure on BC Hydro to manage and control as multiple contracts run in parallel, we are encouraged by the depth of experience across the organization in managing complex interfaces.

Recommendation 1: An interface manager and team should be considered as part of the overall project organization.

BC Hydro will develop an interface management plan between major contracts and implement an interface register.

Current contract management needs and reporting requirements are placing significant strain on the capacity of the Site C project team.

Recommendation 2: As the project progresses, Site C would benefit from an independent review of the capacity and capability of the project team to deliver upon evolving project needs.

As the project progresses, BC Hydro will commission an independent review to ensure sufficient capacity and capability with regards to contract management and reporting requirements.

The project team is aware of the risks on the Main Civil Works package and is supporting the contractor in many aspects.

Recommendation 3: The Main Civil Works contractors would benefit from a forward-looking capability and capacity review to help monitor contractor performance against schedule. The implementation of Earned Value Management and Unifier will also support contract management.

BC Hydro will:

Continue implementation of a site verification process including weekly surveying of progress.

Develop a plan in collaboration with Unifier Sustainment team to implement required enhancements to Unifier tool, processes and procedures.

Implement Earned Value metrics on sub-projects: main civil works, generating station & spillways, transmission, and turbines & generators, as work commences.

We observed strong schedule development and controls processes, including a challenge function, when reporting schedule against planned. The underlying data feeding the schedule and capability and capacity to manage the project will need to be evaluated throughout the lifecycle.

Recommendation 4: BC Hydro should commission a comprehensive, independent review of the project schedule at a work package-by-work package level in order to both validate schedule content and to identify any schedule risks.

BC Hydro will commission an independent review of the project schedule at a work package-by-work package level to validate schedule content and to identify any schedule risks.

The capacity of the project team to keep pace with reporting requirements will be challenged going forward.

Recommendation 5: Reporting requirements should be assessed and streamlined where possible.

BC Hydro will propose to streamline reporting by changing the frequency of some quarterly reports to semi-annually, where appropriate.

Positively, we observed many areas of insightful, forward-looking reporting including data and information on schedule, cost, interfaces, etc. Some of these areas include weekly construction reports, Progression Meetings, and the Accountability Report, which provide an important ‘look ahead’ view for risk management. However, this reporting could benefit from further refinement into a concise, easily digestible format.

Recommendation 6: Dashboards with key project data should be considered to aid decision-making across the project.

BC Hydro will develop an implementation plan for the appropriate Dashboard tool with key project data.

We have seen good practice with quality management and in assuring the schedule integrity, however what isn’t clear is the contractors’ capability to manage and report on the works accurately.

Recommendation 7: An audit and people, process, and systems review of the contractors should be considered.

BC Hydro will conduct a review of the contractors systems to verify the validity of the information being provided by contractors and will review the organizational structure of major contractors to ensure the optimal team, systems and processes are in place.

We recognize the integration of Unifier into the suite of project tools will support cost management and contract management on the whole, however, gaps still exist related to cash flow projections.

Recommendation 8: BC Hydro should continue supplementing P6 with other tools to address limitations as required.

BC Hydro will develop a plan to update P6 schedule set up to enable improved cashflowing and to enable Earned Value.

Project controls should be a key focus for the project management team going forward.

Recommendation 9: Continue to refine the project controls processes on the project.

BC Hydro will develop a Project Controls Handbook customized for the Site C project team.

Most cost drivers have been stable or have seen reductions, with the notable exception of currency exchange rates.

Recommendation 10: Continue proactive management of cost drivers.

BC Hydro has embedded a monthly review of Estimate at Completion in the Site C Progression process.