Real estate project planning platform

Context

• Multiple concurrent projects produced conflicting versions of schedules and approvals stored in email and files.
• Leadership could not see cross-project risks (resource contention, permitting delays) early enough to intervene.

Problem

• Generic PM tools forced a methodology the organisation did not run; adoption stalled.
• Financial and legal milestones were not linked to technical delivery tasks in one model.

Approach

• Modelled the organisation’s actual gating process: who approves, what blocks mobilisation, what constitutes done.
• Built portfolio roll-ups that surfaced slips and dependencies without requiring perfect bottom-up estimation hygiene.
• Integrated document references and decision logs so audits did not rely on mailbox archaeology.

System / architecture

• Web application with workflow engine backed by explicit state machines for approvals.
• Read-optimised views for executives; write paths constrained to governed transitions.

Outcome

• Fewer missed handoffs between development, legal, and finance; earlier visibility of slippage.
• One place to answer “where is this project, and what is blocking it?”

Representative internal planning system; developer and asset names not disclosed.