Project Controls Leadership
One Controls Standard, 16 Contracts
Leading the planning function across a city-scale programme — 16 contracts, 12 senior planners, one standard that made the whole programme governable.
01 — The Position
A city-scale programme delivered through 16 contracts, each with its own planning practices, coding, calendars and reporting — and no comparable programme picture across them.
02 — The Evidence
Sixteen baselines and update cycles in different structures, produced by teams across the programme; a planning function of 12 senior planners to lead. Confidential project records limit the level of detail that can be published.
03 — The Programme Analysis
The core finding was not that any one programme was poor — it was that inconsistency made the sixteen impossible to read as one governable programme.
04 — Event Mapping
The divergences were mapped: where coding, calendars, progress methods, milestone definitions and reporting differed contract to contract.
05 — Cause & Effect
Inconsistent controls meant status could not be compared, exposure could not be rolled up, and governance could not act on a single, reconciled picture.
06 — Critical Path
At programme level there was no reliable cross-contract view of what was actually driving delivery — until a common standard existed to build one on.
07 — Entitlement / Assessment
The assessment was that the programme needed one common controls standard and common governance, without eliminating the professional judgement of each planning team.
08 — The Decision
Impose a single controls standard — coding, calendars, progress, reporting — and a common governance rhythm across all 16 contracts, led through the 12 senior planners.
09 — The Outcome
Comparable information across contracts, a reconciled programme picture, and one governable controls environment where there had been sixteen.
10 — Director’s Lesson
At programme scale, consistency is itself a control. Governance does not require eliminating judgement — it requires a common standard, so that judgement can be compared and acted on.
Follow the thread
Case study → method → evidence → decision: Programme Governance · Decision Intelligence · Project Controls Setup Checklist · Director’s Playbook. See the decision framework behind it in My Approach.
This case study describes Rishi Javeri's professional project-controls role and methodology; it does not disclose confidential parties, contracts, schedules or commercially sensitive material, and does not imply sole delivery of the programme. It describes professional practice, not legal advice.
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