The good thing is that there's more scope to accelerate projects now. More money to finish infrastructure faster. More points to bidders who can deliver earlier. Etc. Cumulatively that can speed up things substantially on a given project.
The good thing is that there's more scope to accelerate projects now. More money to finish infrastructure faster. More points to bidders who can deliver earlier. Etc. Cumulatively that can speed up things substantially on a given project.
That's a particular biproduct of a system that lives off of taxpayer money. In private industry, for the most part, the rule is to cut your losses rather than throwing good money after bad.
And sometimes you just accept it as part of your role. As an example, CAF Space is on a growth path to be larger than the Canadian Space Agency by 2035, with a project portfolio that's more than $20B. Forget the CAF. We don't have enough Space professionals in the country for that kind of growth. So we have no choice but to grow the talent at the same time. And you have to accept that a young Captain or Corporal needs the time to learn and you're not getting full work productivity out of them. You have to accept that they don't have the experience and will make mistakes. Just plan for that.
The same is true for all kinds of projects. The whole department is short on engineers and procurement officers. So, just like the CAF, recruit and train and accept that your project will have HR as red on the risk matrix all the way through.
And it doesn't. Billions extra doesn't mean March madness at major capital projects. What ends up happening is that timelines move up. Everybody got asked how much they can shift left. And anybody who can gets priority.
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