Questions considered during the Round Table discussions included:

1. In an environment where pre-award client schedules are not developed to the required detailed level, how do you go about resource allocation at the portfolio level?
2. At the portfolio level, how do you adjust your project pipeline to account for the market’s capacity to respond to your demand? How can schedules at the portfolio level be used to inform this?
3. What principles do you use during the business case stage of projects to establish what the right level of detail is? How do you balance the additional effort against the risk of not pursuing further analysis?
4. Are there any approaches that you use to perform quantitative schedule risk analysis that account for low maturity schedules without detailed activity planning?

Delivered as part of the Better Infrastructure Initiative.