The Foremen also lacked the access to data that would allow them to remove constraints so the plans that they created were typically not executed as they were planned.

The criticality of the project resides in its novelty and its potential disruptive impact on extraction activities.

The structure of the IWPs is mostly compliant with the Owner procedure.

The optimal path of construction was mapped but was not shared/followed by engineering.

The Project has several large subcontracts that report directly to the Owner project management team and not to the Construction Management Team, so the Owner has their own CMT, which has created a very difficult coordination effort.

The typical North American construction contractors are quite cavalier when it comes to planning and it is typically done on the fly by the Foremen.