Where design meets delivery: strategic construction administration on major infrastructure programs
We recently caught up with Gord Troughton to talk about what it’s like to proactively plan for and manage construction on complex infrastructure programs under fixed deadlines and intense public focus.
With nearly 40 years of experience in transportation infrastructure, Gord has established himself as a recognized industry leader in construction program management. His extensive expertise has contributed to the successful delivery of many large highway and civil engineering projects across Ontario, Canada. Throughout his career, Gord has overseen infrastructure construction valued at over $3.9 billion, comprising more than 20 major projects and five large-scale programs. His work spans public and private sectors, with a focus on operational readiness and contract compliance within various project delivery methods.
What are two key issues you focus on when managing construction on a major highway program?
- Project controls and monitoring
According to Gord, project controls, monitoring and quick access to financial information, technical advances and program status are of utmost importance.
“With infrastructure programs now spanning 5 to 10 years or more, it’s critical that information flows easily and seamlessly to and from key decision-makers across the entire program,” says Gord.
Other essentials for program success are:
- Detailed and up-to-date program schedules
- Formal scope change controls with traceable workflows and approvals
- Early warning systems to track and escalate issues
- Complete turnover checklist for program closeout
“People will come and go over a 10-year assignment for any number of reasons,” adds Gord. “And although individual knowledge and skill advance a project, a strong knowledge base established at the outset and maintained throughout will keep the program on schedule and on budget. This includes formal and informal mentoring along with effective knowledge sharing and transfer among program participants.”
“Construction administration (CA) teams also need to be mindful of market volatility and supply chain disruptions. If not proactively monitored and managed, these can quickly lead to significant budget impacts and lengthy schedule delays.”
As program manager for the Metrolinx Georgetown South Program, Gord led a multidisciplinary team that delivered enabling infrastructure for the UP Express before the 2015 Pan Am Games in Toronto. This very public-facing and time-sensitive project involved 22 construction contracts — up to 15 delivered simultaneously — in a dense urban corridor. His responsibilities included program delivery, schedule and risk management, stakeholder engagement and project controls.
“On a typical rail project, track is built at the end,” explains Gord. “On Georgetown South we had 14 projects requiring new track, but only six teams available to build it.” Due to the program’s strong culture of collaborative behaviour and transparent communication, this resource crunch was quickly raised by project staff and resolved by Gord, who had specific track segments built in advance, ensuring all tracks were available for the program and individual projects as needed.
- Managing change and risk
Gord’s second priority on large CA assignments is a proactive approach to change management and risk. Even with the best planning, changes will occur during a long program. Procurement methods, technology and materials may become obsolete or outdated over time. Staying abreast of industry developments and construction innovation is critical. Gord recommends a regular assessment of new technologies and methods to minimize or eliminate potential risks and enhance overall program outcomes.
On the Ontario Ministry of Transportation’s (MTO) Highway 400 King Road to Highway 9 project, the schedule had fallen behind and the contractor was working hard to catch up. Gord and his team quickly reacted to schedule changes and avoided delay by having construction proceed during the winter shutdown. The team worked with MTO to increase staffing levels through the winter months to meet quality and delivery targets. This allowed the schedule to be recovered while also maintaining compliance with Ontario’s strict Construction Administration and Inspection Specifications.
What is your approach to major CA programs?
Health and safety come first
“I always approach projects with a people-first mentality where health and safety are at the forefront,” says Gord. In Ontario, much of the responsibility for compliance with the Occupational Health and Safety (OHS) Act on a construction site lies with the contractor. On a major highway program with multiple ongoing — and possibly overlapping — construction projects, a program-wide OHS plan implemented at the outset is paramount. It defines expectations, establishes a formalized team process, and provides effective monitoring and reporting tools throughout the program’s duration. “At one point during the construction of UP Express, we had well over 1,000 people on site,” recalls Gord. “We were confident that everyone knew about and adhered to the same OHS procedures, and that we were all working carefully to avoid injury and safely send workers home each day.”
Celebrating victories
Gord also believes in celebrating project victories as they occur. “All too often when a project is complete, the companies and staff involved quickly move on to the next project,” he says.
“To establish a strong team culture and keep momentum going throughout a long-term program, it’s important to celebrate accomplishments along the way and at the end of the project.”
Celebrating milestones lets project teams know their efforts are appreciated and reminds everyone of what they’re working toward. “For me, the best day on any project is its opening when you see people using new infrastructure that you had a hand in building. It’s about knowing our work will improve access to job opportunities, education, recreational activities and community resources, that’s why we do what we do,” concludes Gord.
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