Summary
A general contractor was delivering a multi-building, hyperscale data center in the Texas Panhandle on a site of more than 1,100 acres. Rather than standing up a team alongside the contractor, CBC embedded consultants inside its delivery organization across scheduling, project controls, construction management and field supervision. The program gained schedule reliability, tighter coordination between office and field, and faster issue resolution without changing how the contractor was structured.
The challenge
A general contractor was delivering a multi-building, hyperscale data center in the Texas Panhandle on a site of more than 1,100 acres. The program was fast-paced and complex, and the contractor needed additional capacity and specific capabilities embedded inside its own delivery organization rather than added alongside it.
Conditions at the outset
- More than 1,100 acres and multiple buildings under one program.
- Capacity needed inside the contractor's own delivery organization.
- Scheduling, controls, construction management and field supervision all in scope.
- Office and field teams working from different levels of detail.
- Cost and risk visibility required at executive level.
- Repeatable process needed for a program of this length.
Adding a parallel team would have created one more interface to manage on a program that already had plenty.
The requirement was to strengthen the organization that was already accountable for delivery.
The solution
We embedded multiple consultants within the general contractor across scheduling, controls, construction management, and field supervision, strengthening core delivery functions and improving predictability, coordination, and field execution on a fast-paced, complex program.
They worked as part of the delivery organization rather than as advisors to it, which put the capability where the decisions were being made.
Key capabilities added
- Scheduling: CPM, pull planning, look-ahead, and recovery plans.
- Controls: EV analysis, forecasting, and change/risk management.
- Management: procurement support, coordination, and issue resolution.
- Field supervision: trade coordination, safety leadership, and quality verification.
- Reporting and analytics: dashboards, progress updates, and executive summaries.
- Stakeholder coordination across owner, GC, and trade partners.
- Process development and standardization for repeatable delivery.
Reporting was built once and used at every level, so the field, the office and the executive summary all worked from the same numbers. Process development ran alongside the delivery work, which meant the standards were written by the people using them.
The result
Schedule reliability improved through integrated planning and controls, and consistent project reporting increased visibility into cost and risk across the program. Coordination between office and field teams tightened, and on-site decision support shortened the time it took to close an issue.
What it produced
- Improved schedule reliability through integrated planning and controls.
- Increased cost and risk visibility with consistent project reporting.
- Tightened coordination between office and field teams.
- Strengthened subcontractor performance and accountability.
- Enhanced safety and quality through disciplined field leadership.
- Accelerated issue resolution with on-site decision support.
Subcontractor performance and accountability strengthened alongside it, because expectations were set against a schedule everyone could see.
Disciplined field leadership carried the same standard through to safety and quality.
