I read with great interest your September 9th article about Eastern taking over the management of its large capital construction projects previously conducted by the state.

As President Michael Benson noted, this will allow Eastern “to be in control of our own destiny,” and I share Eastern Director of Capital Construction Paul Gannoe’s optimism for this change. Indeed, it makes sense that stakeholders closest to realizing the benefits of these capital projects should have significant influence in managing these projects.

But I offer a warning. And before I do, a disclaimer: I work for a consulting organization that deploys technology solutions that help organizations with large capital programs plan and execute their projects. In that capacity, I’ve worked with many organizations facing challenges similar to Eastern, and I’d like to share a common problem I’ve observed: Organizations may have processes to execute their projects and control costs, but without software to enforce those processes they often encounter significant problems including cost overruns and schedule delays.

Processes without software to enforce adherence to those processes are built on hope, not control. And that’s a huge risk.

While the article didn’t dive into the details of the systems Eastern uses to manage and control its capital projects, I do hope that robust mechanisms are in place to ensure the delivery of world-class facilities and infrastructure that the Eastern community deserves.



Steven Mattson Hayhurst

Vice President, Data Services | Enstoa