Inside Global Program Management: A Q&A with Simon Springate

From deploying robust systems, processes and tools to enabling a full operating capability that underpins delivery, the program controls discipline is critical in driving program success. 

In this Q&A, Simon shares best practices, lessons learned and key trends that are shaping delivery excellence and successful program management. 

Can you tell us more about your role in the delivery of complex major programs? 

Programs are large, complex and interdependent projects that could take years or decades to complete. As a team, we help establish the program’s performance framework, operating capability and the Project Management Information System (PMIS) that sets a solid foundation for success. This critical initiation phase is essential for on-time and on-budget delivery, managing risks and meeting overall program goals. More than that, our work also facilitates more effective decision-making, fosters collaboration and increases efficiencies to maximize program outcomes.

What are some of the key insights from your program management experience?

Over the years, I’ve come to realize that the foundation of successful program delivery lies in prioritizing a few key fundamentals right from the start. 

First, establishing the right performance framework is critical to keeping the program on track. A consistent, structured review process helps build trust and fosters transparency. Programs perform best when issues are openly discussed at all levels, from subcontractors to the program and portfolio leadership. Establishing a regular cadence for reviews ensures that challenges are identified and addressed early, mitigating risks proactively with support from all stakeholders.

Risk management is a critical area. A clear, inclusive and proactive approach to identifying, reporting and addressing risks is essential. Supported by clear delegation and accountability, this ensures risks are managed effectively without duplication of effort or oversight gaps. The classic mistake of leaving the risk register on the shelf after project launch must be avoided.

Finally, maintaining data integrity across portfolios is necessary. Financial and scheduling information must align consistently at all levels — from individual assets and projects to the broader program. When data doesn’t add up, it creates distrust and inefficiencies, often leading to redundant checks and unnecessary use of resources. Accurate and reliable data fosters confidence, streamlines decision-making and enables teams to deliver better outcomes.

What are some of the biggest program management challenges you face and how do you tackle them? 

Every program brings unique challenges. One of the gaps I see time and again that impacts program outcomes is the lack of clear performance reporting requirements on contracts, including a standard reference point for alignment. For instance, on a recent Australian tunnel project, each major supplier had different reporting requirements. By streamlining the reporting approach right at the outset, we significantly reduced the client’s resources needed to ‘adjust’ each contractor’s reports.

Another common program management challenge is risk management — particularly distinguishing between mitigation activities (that are part of the base scope) and emerging risks (that require contingency funding). Without clear differentiation, this could potentially lead to mismanagement and funding shortfalls. 

To tackle this issue, we set up working groups in advance, with stakeholders from the client and supplier sides. As the independent outsider through Jacobs, I bring the understanding of what’s needed, and the experience in negotiating a good deal for all parties involved.

From your perspective, what are the key considerations that help drive successful programs?

The success of a program hinges on setting up the right baseline model, establishing a single source of truth and leveraging digital tools and processes:

Right baseline model for the program portfolio: Every successful program begins with clear expectations and a structured approach. The baseline serves as the model for the scope of delivery alongside an established set of rules for a consistent and predictable pathway to success. A solid baseline makes a reliable reference point to measure progress against plan. This, coupled with an accurate change record, gives the project certainty of where it is, where it should be and provides an auditable record of how the project has evolved. 

Single source of truth: To ensure the most accurate and reliable information, we create performance dashboards and reports built upon a single source of truth – a cohesive system that integrates cost, schedule, scope, change control and risk management. This integration enables a holistic view of the clients’ portfolio, effectively identifying issues as they arise and enabling informed decision-making at every level.

Establishing an integrated project tracking system operating from a single source of truth is crucial. A Project management Information System (PMIS) that generates reports from reliable and consistent information builds confidence in the accuracy of the data. This eliminates the need for ‘gut’ assessments and enables more informed, data-driven decision-making.

Digitally-enabled tools and processes: We develop and implement digital tools and processes that enable teams to work more efficiently and collaborate seamlessly, all while operating from a single source of truth. By breaking down silos, these solutions allow teams to focus their efforts on delivering value and achieving program objectives.

What steps were taken to deliver a major program on time and on budget?

On the Toronto Metrolinx portfolio, we implemented strategies that ensured on-time and on-budget delivery. Key steps included creating an integrated schedule linking programs and projects to enable data-driven decisions and improve efficiency. Standardized reporting and regular meetings were introduced to ensure consistent progress reviews, enhance team capability and build trust in the process.

We also used interface tracking to monitor interdependent tasks and maintained an adaptive schedule that evolved as new information emerged, allowing adjustments without disrupting the overall timeline. By focusing on accurate cost forecasting, we reduced month-to-month variances from 100 percent to under 5 percent within a few months, demonstrating significant improvements in project forecasts and client commitments.

What are the key trends influencing program management delivery in the future?

Data analytics is one of the most transformative advancements in infrastructure program delivery. It significantly reduces time taken to review data while improving project predictability. Using advanced technology enables teams to quickly process and interpret large volumes of data, enabling corrective actions to be taken much closer to when deviations occur. 

In 2022, Jacobs conducted a global study of integrated project solutions software tools on the market and identified a select few capable of delivering our ideal functionality. These tools are now setting a new standard for infrastructure program delivery, enabling teams to work more efficiently, anticipate risks earlier and make more informed decisions quicker. These technologies are fundamentally changing how programs are managed and executed, enabling faster and more predictable outcomes.

What technologies or construction methods are emerging that will fundamentally change the delivery of major infrastructure programs?

Integrated project tools are driving significant changes in how infrastructure programs are delivered. For example, it is now easier than ever to incorporate design data and environmental impacts, including carbon tracking, directly into the delivery plan. This integration enables teams to make more informed decisions aligning with sustainability goals while streamlining the delivery process.

Another key advancement is combining historical data with data analytics to predict future outcomes. By analyzing past performance alongside current data, project teams can develop more accurate estimates to improve forecasting and resource planning.

Further enhancing our capability in this area, Jacobs partnered with Palantir to create a secure environment to trial and develop Artificial Intelligent (AI) technologies to support our program delivery process. Rather than using existing tools that share data across clients, Jacobs prioritizes client data protection and ensured no risk to public exposure. AI is still in its early stages of implementation but having a dedicated development environment positions us at the forefront of AI application. 

Additionally, linking Geographic Information Systems (GIS) to project schedules is revolutionizing on-site decision-making. This integration provides real-time insights that facilitate better logistics planning, reduces site storage needs and minimizes potential damage or loss. By using GIS-enabled schedules, teams can optimize workflows and construction sequences, resulting in more efficient and predictable project delivery.

We’re consistently testing and applying these technologies not only to drive continuous innovation and increase efficiency but also to adopt smarter, more sustainable approaches to managing and delivering our projects. 

What is unique about the Jacobs’ approach to program management and culture?

Programs often pose unique and complex challenges for our clients. Our program leaders have dedicated their careers to delivering numerous major and mega projects. This depth of experience reduces risk for our clients and ensures successful delivery with confidence. Our proven approaches, lessons learned and deep industry knowledge allow us to meet the unique requirements of any program portfolio.

In addition to deploying highly experienced program leaders and professionals on our projects, our culture of innovation drives the use of industry-leading project delivery tools. By combining the top systems and expertise, we consistently deliver exceptional outcomes for our clients and the communities they serve.