Major Infrastructure Program Governance through Visual Management Framework


A state government body established to oversee the construction works to remove a series of railway level crossings across a major city in Australia at an estimated cost of $12B.

The Land & Property team are responsible for all land transactions across the program. However, the team's roles and responsibilities for this program were unclear, leading to a lack of consistency in deliverables. The need to realign the team and manage performance through increased transparency was agreed.


ORBIZ supported the client to define team roles, responsibilities and reporting requirements. Once defined, these requirements were deployed through a visual management framework that controlled the project and objectives.


The engagement commenced with Land & Property team completing a Lean principles and visual management training program to provide them with the appropriate knowledge of Lean methodology. ORBIZ then facilitated a series of interactive discovery workshops to review the team’s roles and responsibilities, along with their reporting requirements.

The team was engaged to work as a cohort – identifying their day to day role requirements, and the critical program objectives that need to be reported and escalated at the package and program level.

With the team’s roles and objectives defined, the visual management system was developed in alignment with the project lifecycle (Development – Delivery – Completion), enabling the team to focus on key milestones when deliverables would be required.

As the wider team work remotely, a digital visual management framework was developed consisting of a series of performance dashboards. These dashboards included a series of structured metrics enabling standardisation across the team.

The initiative was then deployed across the other functional teams in the PULSE department (Planning, Urban Design, Land & Property Sustainability, and Environment), producing a tiered visual management framework through four organisational levels of reporting.


  • The Land and Property team developed a high-performance culture through mutual accountability and a clear understanding of organisational responsibilities and objectives
  • Clear visibility of activity and improvement opportunities was created across all PULSE functional areas
  • A structured escalation process was established enabling effective prioritisation of leadership support in real-time