Most project failures aren’t caused by a single issue - they’re the result of broken integration.

In this episode, Orion sits down with Ellie Moradinezhad, founder of tactHive Consulting and former Global Discipline Director at Hatch, where she oversaw project management development across 4,000+ projects in 70 countries - to unpack the most misunderstood concept in major project delivery: integration. Ellie introduces a practical three-part framework that separates vertical, horizontal, and cross-functional integration across three domains - systems, procedures, and people - and explains why organizations consistently misread integration failures as personality conflicts. If you've ever watched a project fall apart despite having all the right tools and talent in the room, this episode explains what was actually missing.

Ellie Moradinezhad is the President and Founder of tactHive Consulting, a Canadian advisory firm focused on business-driven PMOs, project governance, and performance improvement for complex capital programs. With 24 years of experience across infrastructure, energy, transportation, and industrial sectors — including Canada's Eglinton Crosstown LRT and GO Expansion — she most recently served as Global Discipline Director for Project Management Development at Hatch (70 offices, 150 countries). 🔗 LinkedIn | tactHive Consulting

Key Takeaways

• Integration is three things, not one. Ellie's framework distinguishes vertical integration (strategy connecting to field execution), horizontal integration (disciplines and functions aligned across the same organization), and cross-functional integration (separate organizations operating as one in JV or collaborative models). Most project teams are actively managing only one of these while the other two quietly break down.
• Your integration problem is being called a people problem. When cross-functional coordination fails, leaders default to blaming personalities. Ellie argues the root cause is almost always structural: role ambiguity, procedures designed for one team that everyone else is forced to use, and tools implemented without cross-discipline training.
• Change management failure starts at bid phase. By the time you're trying to align teams during execution, the structural misalignment is already baked in. Embedding change management from the earliest stages — when roles, norms, and working relationships are first being established — is the highest-leverage intervention available.
• In joint ventures, RACI isn't admin overhead — it's risk management. Ellie walks through how the absence of role clarity in collaborative delivery models creates the ambiguity that causes integration to collapse under schedule pressure and stakeholder conflict.

Timestamps:

• 00:00 — Introduction: Ellie's path from chemical engineering to systems thinking
• 08:15 — What "integration" really means beyond IT and systems
• 16:40 — The three-type, three-domain integration framework explained
• 24:30 — Why organizations misdiagnose integration failures as people problems
• 35:10 — Lessons from joint ventures and collaborative delivery models
• 44:20 — Role clarity and RACI as active risk management tools
• 55:00 — PMO design at scale: Hatch across 4,000 projects and 70 offices
• 1:05:30 — Why change management must start at bid phase
• 1:14:00 — AI's emerging role in planning, reporting, and risk analysis
• 1:22:00 — How systems thinking shapes the next generation of project leaders

Resources Mentioned:

• tactHive Consulting — Ellie's advisory firm
• PMI OPM3 — Organizational Project Management Maturity Model
• PRINCE2 / P3M3 — Project maturity frameworks
• Key concepts: Vertical/Horizontal/Cross-functional Integration, RACI, Systems Thinking, Change Management

Most project teams don’t fail because they lack a plan, they fail because they believe it.

In this episode, Orion sits down with Travis Arlitt, Senior Planning & Field Execution Specialist and co-founder of Day One Model, to unpack a fundamental gap in capital project delivery: the disconnect between planned schedules and field reality.

With over 25 years of experience across global megaprojects, from LNG facilities in Angola and Australia to refinery rebuilds and offshore platforms - Travis shares how traditional planning approaches often mask real risk instead of revealing it.

The conversation centers on two powerful ideas: execution realism and progress truth, a way of measuring performance based on actual production rates rather than static plans. Travis explains how focusing on real pace, rather than variance to plan, enables earlier decisions, clearer accountability, and dramatically better outcomes.

Through real-world examples, including decisions that saved hundreds of millions of dollars, Travis introduces the concept of “bow waves” (hidden schedule compression) and how his Day One Model reframes project forecasting into a forward-looking, action-driven system.

They also explore why incentives drive misalignment across projects, how reporting structures distort reality, and where AI is beginning to genuinely help project teams, particularly in reducing manual workload and improving planning speed.

If you’ve ever felt that schedules don’t reflect what’s actually happening in the field, this episode will fundamentally change how you think about progress, forecasting, and decision-making.

• Day One Model (Travis Arlitt) – Progress-based planning approach 👉 https://goforward.dayonemodel.com
• The Alchemist – Paulo Coelho
• The Fountainhead – Ayn Rand
• Reality Transurfing – Vadim Zeland
• The Alter Ego Effect – Todd Herman
• Freakonomics – Steven Levitt & Stephen Dubner
• AACE International – Project controls resources and recommended practices

Capital projects generate enormous amounts of data, yet many important project decisions are still made without timely access to the information teams need. When plans inevitably break and conditions change, leaders often lack the transparency required to respond quickly and confidently. The issue is not a lack of data, but a gap between the systems collecting information and the tools teams use to make decisions. This presentation explores why traditional reporting approaches fail to support real-time decision-making and how organizations can close the gap by building stronger data foundations, clearer reporting layers, and AI-driven insights that deliver the right information to the right people at the moment decisions happen.

What does it really take to staff, structure, and control multi-billion-dollar programs?

Ahmed AbdelSalam shares hard-earned lessons on resource planning, building high-impact PMOs, and how AI is reshaping project controls.

In this episode of The Major Project Podcast, Orion sits down with Ahmed AbdelSalam, a senior PMO and project controls leader who has delivered multi-billion-dollar programs across life sciences, healthcare, and technology sectors. With experience spanning CBRE, Turner & Townsend, and Fortune 500 portfolios, Ahmed shares practical insights from both the owner-rep and program leadership perspective.

The conversation begins with resource planning - why the right people determine project success, and how owners should think about insourcing vs. outsourcing, career paths, visa constraints, compensation strategy, and long-term retention. Ahmed outlines a structured approach to building a resource plan, from defining project complexity to aligning with client culture and long-term portfolio needs.

They then dive deep into PMO strategy, breaking down the difference between advisory, supporting, and controlling PMO models. Ahmed explains how modern PMOs create visibility, standardization, and accountability across large programs - covering cost, schedule, risk, procurement, finance, data analytics, document control, and communications.

The episode closes with a forward-looking discussion on AI in project controls. While AI is already transforming reporting, dashboards, and communication, Ahmed argues it’s not a replacement for human judgment - rather, it’s a productivity amplifier for teams navigating today’s tight talent market.

If you’re building or staffing billion-dollar programs, this episode is packed with practical frameworks and leadership lessons.

• How to build a structured resource plan for complex programs
• When to insource vs. outsource project controls functions
• The real differences between advisory, supporting, and controlling PMOs
• Why standardization (WBS, reporting, governance) is critical at scale
• How AI is impacting reporting, estimating, scheduling, and communication
• Why career growth - not compensation - is the #1 driver of employee engagement

Risk isn’t a scary “extra” - it’s the reason projects succeed or spiral. ⚠️

Kim Essendrup, co-host of Project Management Happy Hour and founder of RAIDLOG.com, joins Orion for a practical Risk 101 breakdown - and how RAID logs help teams stay proactive instead of reactive.

In this episode of The Major Project Podcast, Orion sits down with Kim Essendrup - co-host of the widely followed Project Management Happy Hour podcast and founder of RAIDLOG.com, a platform built around one of the most useful tools in practical project delivery: the RAID log.

Kim brings the conversation back to fundamentals with a full Risk 101 walkthrough: what risk actually is, why projects are statistically more likely to struggle than succeed, and why risk management isn’t about pessimism - it’s about being honest and prepared. He shares research and real-world context showing how frequently projects face major overruns and failures, reinforcing why project leaders have to pause and ask: “Where can this go off the rails - and what can we do now to prevent it?”

Kim explains that effective risk management starts at the source of the project itself - the charter, contract, statement of work, or initiation document - where assumptions, dependencies, and blind spots often begin. From there, teams should expand the conversation through workshops, lessons learned, and similar historical projects to build a realistic picture of threats and opportunities.

He also digs into the culture challenge: why many organizations avoid risk conversations entirely, and how strong project leaders create psychological safety so teams can speak candidly about what might go wrong. One of Kim’s most practical tactics is a subtle language shift - using the word “obstacles” instead of “risks” -to help teams move from avoidance to action.

A major highlight of the episode is Kim’s breakdown of what a RAID log really is: an integrated way to track Risks, Actions, Issues, and Decisions (and historically: Risks, Assumptions, Issues, Dependencies). He describes the RAID log as the “run tool” of project delivery -the place where project leaders monitor reality, spot drift, and course-correct early.

Finally, Kim shares how AI is already changing the space. He describes how his team built an AI-based risk identification feature that can generate meaningful risk registers from a project description - sometimes matching 75% of what experienced teams create manually. He closes with a simple but powerful truth: the best RAID log tip isn’t complicated… it’s use it consistently, because the moment teams stop tracking risk, risk starts tracking them.

• The true definition of project risk -and why most projects need risk management from day one
• How to start identifying risks using the contract/charter as the “source of truth”
• Why teams avoid risk discussions -and how leaders build a healthy risk culture
• The difference between mitigate, avoid, transfer, and accept risk responses
• Why “risk” also includes opportunity -and how to capture upside outcomes
• What a RAID log is and why it’s the operational backbone of delivery
• How to scale a risk process for small projects vs. billion-dollar programs
• Where AI is already helping: risk identification, meta-analysis, and portfolio insights
• Kim’s #1 tip: the best RAID log is the one you actually keep up to date

• RAIDLOG.com
• Podcast: Project Management Happy Hour

What if your 3D model could predict schedule risk, expose cost blind spots, and align everyone—from the field to the boardroom? 🧩

BIM and digital-delivery expert Omar Habib joins Orion to break down how 4D, 5D, and data-driven storytelling are transforming billion-dollar projects.

In this episode of The Major Project Podcast, Orion sits down with Omar Habib - Co-Founder & CTO of The WE Group and a global leader in BIM and digital delivery - to unpack how data, visualization, and technology are reshaping billion-dollar projects.

Omar shares his unconventional path into mega-projects, having worked on multi-billion-dollar programs before graduating and rotating through planning, cost, procurement, and contracts. That early exposure shaped his belief that BIM only delivers value when it connects engineering, schedule, cost, and decision-making - not when it lives in isolation.

A core theme of the episode is redefining BIM as Building Information Management, not just modeling. Omar explains the progression from 3D to 4D (time), 5D (cost), and beyond, and why each added dimension improves clarity, alignment, and risk awareness when applied intentionally.

He shares real-world examples of 4D simulations used to test sequencing, crane placement, logistics, and constructability - allowing teams to “see” problems before they show up on site. Importantly, Omar stresses that BIM maturity isn’t all-or-nothing; many successful transformations start small, solving one painful problem at a time.

The conversation closes with a look at AI in construction, where Omar highlights practical use cases already delivering value - claims analysis, schedule QA, quantity takeoffs, and audits - while reinforcing that AI works best when guided by strong domain expertise.

• What BIM really means - and why it’s about information, not just models
• How 3D → 4D → 5D → 6D unlocks better cost, schedule, and sustainability decisions
• How 4D simulations help teams plan cranes, logistics, methods, and site congestion
• Why BIM maturity is not all-or-nothing—and how to start mid-project
• How to use BIM and Power BI to create a single source of truth
• Why finance and project controls often disagree - and how integrated data resolves it
• Practical strategies for communicating risk visually to executives
• Real-world AI use cases in claims, scheduling, quantities, and QA/QC
• Career advice for BIM professionals: tools, standards, and technical depth

• “How Big Things Get Done” — Bent Flyvbjerg & Dan Gardner

• Building Information Management vs. Modeling
• 2D → 3D → 4D (time) → 5D (cost) → 6D (sustainability)
• Revit, Navisworks, Dynamo, ACC (Autodesk Construction Cloud)
• BIM uses vs. BIM maturity levels
• Federated 4D models and discipline integration

• The WE Group - https://thewegroup.com
• Autodesk Construction Cloud - https://construction.autodesk.com
• Microsoft Power BI - https://powerbi.microsoft.com
• ISO 19650 - https://www.iso.org/standard/68078.html

Why do so many billion-dollar projects fail—and how can leaders make better decisions before it’s too late? 🧭

Global mega-project executive Akin Oni joins Orion to unpack decision-making, people, risk, and leadership at the highest stakes.

In this episode of The Major Project Podcast, Orion sits down with Akin Oni—global mega-project executive, CEO & Managing Partner of FECs Group, and author of three upcoming books on leadership and capital delivery. With more than three decades of experience leading oil & gas, LNG, mining, refining, infrastructure, and M&A-driven projects across six continents, Akin brings a rare blend of technical rigor and human insight to the conversation.

Akin reframes what a mega-project truly is—not just something over a billion dollars, but a human undertaking so large it shapes economies, communities, and national identity. Drawing on global research and lived experience, he explains why only a tiny fraction of mega-projects succeed and identifies three root causes behind most failures: rushing the beginning, underestimating uncertainty, and forgetting that projects are built by people—not spreadsheets.

From there, the conversation dives deep into decision-making before Final Investment Decision (FID)—the phase where most projects quietly fail long before execution begins. Akin explains why the real question is not “Can we build it?” but “Should we build it now, here, with these assumptions and this risk?” He walks through what rigorous project evaluation really requires: market readiness, supply chains, talent availability, regulatory permission, geopolitics, and the true cost of capital.

Akin also unpacks M&A, A&D, and transactions, clarifying the difference between financial deals and the harder work of integration and separation—where culture, systems, and people ultimately determine success. He shares board-level insights on why independent peer reviews matter, how execution bias creeps into decision-making, and why “too big to start” projects often need to be scaled down before they can succeed.

Leadership is a constant thread throughout the episode. Akin introduces his practical frameworks—like Listen → Learn → Lead, and having the right people, in the right number, at the right time—and challenges traditional project-management thinking that focuses only on scope, schedule, and cost. True project success, he argues, is project management success plus product success.

The discussion closes with forward-looking insights on AI in mega-projects, where Akin outlines three real impacts already underway: speed, insight, and execution. AI won’t replace people, he says—but it will replace teams that refuse to use it. He also shares candid advice on career growth, mentorship, global mobility, family life, and why character must rise above résumé in high-stakes leadership roles.

• Why 65–98% of mega-projects miss cost, schedule, or value targets—and how to change that
• The three biggest causes of mega-project failure (and how leaders can counter them)
• How to evaluate whether a project should proceed—not just whether it can
• What boards and executives should ask before approving FID
• The difference between M&A, A&D, and transactions—and why integration matters more than spreadsheets
• A practical framework for people-first project leadership
• Why “license to operate” can stop a project faster than any contractor issue
• How AI is reshaping due diligence, planning, and execution
• Career advice for project professionals: curiosity, steadiness, relationships, and lifelong learning

Why do so many billion-dollar projects go off the rails—and what can you do before execution to prevent it? 🧭

Front-end planning expert Roger Farish joins Orion to unpack FEL, stage-gates, risk, and governance—and why the biggest influence on a project’s success happens long before you break ground.

In this episode of The Major Project Podcast, Orion sits down with Roger Farish, a front-end planning specialist with 25+ years of experience at Bechtel, Fluor, Linde Engineering, and Kiewit, delivering major capital projects in LNG, refining, petrochemicals, renewables, power, and mining. riverside_the_major project pod…

Roger walks through his path from mechanical engineer and field engineer to portfolio leader and, now, consultant—highlighting how each role reinforced one core lesson: the front end is where projects are won or lost.

He breaks down what Front-End Planning (FEP) actually is—FEL stages, stage-gate processes, “concept / select / define / feed / pre-feed”—and how best-practice frameworks from CII and AACE help owners make disciplined, data-informed investment decisions instead of “gut-feel” commitments. riverside_the_major project pod…

Roger explains tools like the Project Definition Rating Index (PDRI), how it measures scope maturity, and why facilitation matters when project managers are (understandably) biased to push scores down so their projects clear the next gate. He shares stories of uncovering gaps where deliverables were claimed “complete” but hadn’t even started, and how structured reviews surface misalignment before billions are committed. riverside_the_major project pod…

From there, they dive into:

• “Too big to start” mega-projects that are so large almost no EPC is willing to take on the risk—and how Roger helped one client shrink a project so at least two competitive bids were realistically possible.
• Using historical data to separate systemic risk from project-specific risk, even when owner data is messy or inconsistent—and why there’s always something to learn if you dig deep enough.
• The reality of execution bias, where projects gather political and emotional momentum that makes it hard to pause, re-scope, or walk away—even when the signals are flashing red. riverside_the_major project pod…

Roger also shares his views on AI in major projects: why a lot of “AI” tools today are really rules engines with new branding, why execution-phase use cases will likely mature faster than front-end ones, and how he’s already using AI as a teaching and mentoring assistant for younger engineers.

Finally, he offers career advice for students and mid-career professionals who want to move into front-end planning—covering the value of cross-discipline experience (field, startup, process, economics), and why a mix of engineering, finance, statistics, and project controls is such a powerful foundation. He closes by describing how his firm now supports owners, EPCs, and OEMs on estimating, scope definition, risk, governance, and FEL management across the front end of their capital portfolios. riverside_the_major project pod…

• What Front-End Planning (FEP) actually is—and how FEL stages and stage gates fit together
• Why early decisions shape cost, schedule, and risk outcomes far more than tweaks during execution
• How tools like PDRI measure scope maturity and correlate with better cost and schedule performance
• How to recognize and counter execution bias and “too big to start” mega-projects
• Ways to use historical data to separate systemic risk from project-specific risk
• Where AI is (and isn’t yet) useful in front-end planning and mentoring
• How organizational culture and change management affect governance adoption
• Practical career paths into FEP—from field roles to process engineering to project controls
• Key best-practice resources: CII, AACE, and IPA’s Capital Projects