Construction Solutions
Ensuring the right work is planned, funded, and delivered.
The Need
The Gap
Capital gets approved long before anyone decides how the program will actually be delivered.
A funded program is not a delivery plan. Scope is set by budget cycles, the delivery method is inherited from the last project, and procurement moves before anyone has tested whether the owner’s organization can carry the workload. The program office is then assembled from whoever is available, with no operating model, no decision rights, and no standard way to run a project. Every job re-invents its own process, and the owner discovers the gaps only after commitments are already signed.
The Outcome
The program starts with a delivery strategy, a governance model, and a team built to run both.
Leaders enter execution with a defensible sequence of work, a delivery and contracting approach matched to the risk they actually hold, and a PMO whose roles, decision rights, and reporting are defined before the first project mobilizes. Standards and playbooks give every project the same starting point, and the owner’s own team is deliberately built up to run the program rather than staffed around indefinitely.
Feature
Perspective · Capital Programs
Featured Insight
An approval is made with the least information a program will ever have, and it starts aging on day one. This perspective looks at how governance keeps the business case honest through delivery, while there are still options worth exercising.
How We Help
Capital & Program Strategy
We turn a capital budget into a program you can defend: what gets built, in what order, and against which business drivers and constraints. Preconstruction and feasibility advisory sit inside the same work, so scope, cost, schedule, and site realities are tested before commitments harden. Owners get a sequence matched to funding and delivery capacity, assumptions that have already been challenged, and a plan that survives both the board meeting and the field.
Delivery Method Selection
We test design-bid-build, design-build, CMAR, IPD, and progressive delivery against the actual risk, schedule, market, and internal capability picture on your program, then write down the rationale and the conditions under which each method applies. The result is a delivery approach chosen on evidence rather than habit, risk carried by the party able to manage it, and a consistent basis for making the same call quickly on the next project.
Procurement & Contracting Strategy
CBC designs the packaging, bid, and contracting strategy that supports the chosen delivery method: how scope is divided, when each package goes to market, which contract forms and terms apply, and how allowances, contingency, and change are handled commercially. Clients approach the market on the schedule the work demands, with incentives pointed at the outcome they want and far fewer gaps between packages to be priced later as change.
PMO Stand-Up & Operating Model
We stand up the program management office and define how it runs: roles and accountabilities, decision rights and escalation, meeting and reporting cadence, interfaces to finance, legal, operations, and end users, and the staffing plan behind it. Leaders get an office that resolves issues instead of collecting status, escalation that has a path, and one version of program performance arriving on a predictable rhythm.
Standards, Playbooks & Capability
Our team writes the playbooks, standards, templates, and governance frameworks that define how a project runs on your program, then trains your people to use them, including staff stepping into program roles for the first time. Clients keep a way of working that survives turnover, scales to the next project without reinvention, and steadily reduces how long outside support is needed to hold the program together.
Explore Our Industries
The Project Lifecycle
Perspectives
Perspective · Capital Strategy & PMO
Easy to Lose, Hard to Win Back:Building Trust in SchedulesOnce a schedule loses belief, rebaseliningbuys nothing. Trust is a build.
Read Article
Perspective · Data Centers
Hyperscale Delivery:Adapting to a New Type of DemandHyperscale is a new kind of build. Standardprocesses do not survive the pace.
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Perspective · Project & Program Management
Representation Means More Than Oversight:The Real Value to OwnersAn owner rep is inside the daily flow withdecision rights. Not a reporting seat.
Read Article
Let’s talk about how we can partner to help you prepare for what’s next.
