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Project Delivery Services 2026 Playbook

Boldt — Western Operations Group
Original PDS 2026 Playbook Slide
Original slide — Project Delivery Services 2026 Playbook

Thematic Goal

Deliver predictable, high-performing projects by INTEGRATING our people and processes, providing strategic oversight, and enforcing accountability through real-time engagement at the work.

Why Do We Exist?

We exemplify the OneBoldt culture by driving proactive planning and continuous improvement. By developing people, standardizing scalable processes, and embedding systems thinking, we move teams from reaction to prevention and enable consistent, reliable project performance across Boldt.

How Do We Behave?

We are servant leaders and behave with curiosity, honesty, humility, respect and a relentless drive to improve. Here is what you should expect from us:

  1. Active Listening: We seek understanding through active listening
  2. Active Learning: We invest time learning from others
  3. Teach and Coach: We are responsible to help others learn
  4. Force Multiplier: We amplify my impact by working with others to develop their capabilities

What Do We Do?

The Project Delivery Services Group supports regional executives and project leaders from project award through close-out. We engage early to shape planning, strengthen execution, and drive predictable outcomes.

We analyze performance, optimize delivery, and develop the standard work that builds capability across our teams. We also lead the integration of Lean Construction practices into design and construction to reduce waste, improve flow, and maximize value.

How Will We Succeed?

Our success depends on:

  1. Develop and align OneBoldt project delivery expectations
  2. Develop a network of project delivery process execution experts
  3. Develop, improve & simplify project delivery processes
  4. Engage early in the project lifecycle to influence planning for project success
  5. Analyze project performance and identify opportunities to optimize delivery
  6. Use data-driven insights and feedback loops to continuously improve predictability and efficiency

Core Philosophy

Respect
for
People
Optimize the Whole
Continuous Improvement
Generate Value
Focus on Flow
Eliminate Waste
Uninterrupted Workflow

What Is Most Important, Right Now?

Defining Objectives

› Go to the Gemba: Make Gemba walks a standard practice to observe real work and reinforce standards
› Provide Strategic Oversight and Accountability: Ensure discipline and rigor of preconstruction and execution processes. Drive accountability through structured audits (PEA, project audits, BPS assessments) and performance reviews.
› Embed the "Project Execution Fundamentals": INTEGRATE into all project delivery processes. Make accountability visible through dashboards and leader standard work.
› Build Capability and Consistency: Drive adoption and maturity of the Boldt Production System (BPS) across all regions and projects.
› Leverage Data for Continuous Improvement: Use AI-enabled tools and dashboards for real-time insights.

Standard Operating Objectives

▶ Project Startup Planning (PSP) = 100% implementation for >$5M projects in design & construction readiness phases
▶ Project Execution Assessment (PEA) = 100% implementation for >$1M projects in both preconstruction & construction phases
▶ BPS assessment target > 2.0 within first 3 months & > 3.0 after
▶ Go to the Gemba (meet teams in-person at the workplace) = weekly
▶ Achieve planned exit margins across all projects with no margin erosion.

Who Must Do What?

Role Responsibilities
Corporate Director of PDS Lead strategic planning & develop, coach, lead & support PDS, Project, Production & Design management leaders
PDS Leaders PSP, PEA & project management process experts, coach and develop people within their region
Production Leaders Develop, coach, lead & support the Boldt Production System (BPS)
Design Management Leaders Develop, coach, lead & support design management processes