A custom programme management platform for asset digitisation across 26 sites in Iraq's Northern Area. Process engineering and governance design came first, followed by a three-level system linking field tasks, site operations and executive reporting, with role-based access giving every stakeholder organisation one live source of truth.
Live programme visibility across 26 sites
Tasks governed live
Scan points captured and processed
When delivery runs across dozens of sites at once and several organisations are accountable for different parts of the same scope. Registers and static files circulated by email and WhatsApp hold the data, but they cannot show the position of the whole programme at a given moment. At that scale the format itself becomes the limit, not the effort put into maintaining it.
Because status is assembled by hand, site by site, before it can be presented. Each site's figures are collected, checked and consolidated into a reporting pack, and the work scales with the number of sites. By the time the pack is ready, the field has moved on, so the reporting cycle sets the pace at which leadership can see the programme.
Every stakeholder works from a different version of the truth, and there is no quick way to reconcile them. Differences are not disagreements about facts but about which copy is current, and resolving them consumes time in every review. On a programme with several accountable organisations, this is the cost that grows fastest.
Because without it, executives steer on snapshots that describe a position the programme has already passed. Progress, risk and readiness typically live in separate places, so no single view shows where the programme actually stands. Decisions are then taken against a composite picture assembled from sources that were never current at the same time.
Yes. Borders & Gates defines programme objectives first, then works backwards through the governance model and delivery process using a reverse engineering approach. Programme strategy, project management governance, risk management, programme KPIs and operational KPIs are established before development begins, so the system enforces how the programme is governed rather than only storing what it produces.
Yes. Borders & Gates designed and built a custom programme management platform for KPOD covering the full delivery chain, from a task logged in the field to the executive dashboard. It was built specifically for asset digitisation delivery across the oil and gas sites of Iraq's Northern Area, rather than configured from a generic project tool.
Programme objectives, governance model, delivery process, risk management framework, programme KPIs and operational KPIs, all defined before a line of code is written. The process is engineered backwards from the objectives, so the platform that follows reflects an agreed way of working rather than automating whatever was already in place.
In three levels. The programme sits at the top, sites sit beneath it, and each site carries its own tasks and daily figures. Field teams log daily figures against tasks, and every figure rolls up automatically into site operations, programme management views and the executive dashboard, so the crew on site and the executive reviewing progress are reading the same data.
Through three project types running under the same programme structure: digital infrastructure, which gates every site; the visual chain of laser scanning, drone survey and publication to R2S; and the document chain of harvest, indexing, OCR, metadata, QA and upload into Assai. Each chain is tracked to its own unit of delivery, the scan point for the visual chain and the document for the archive chain.
Yes. Access is controlled by role, so each stakeholder organisation sees the depth appropriate to it through a single login on a single system of record. Several organisations work in the same platform without each maintaining a separate copy of the programme data.
Reporting becomes real time. Completion, pipeline progress and coverage by site are available on demand from the executive dashboard, replacing a reporting cycle that previously took weeks of manual assembly. The reporting pack is no longer something that has to be built before the programme can be discussed.
Every site, task and figure is held in one live system covering 26 regional sites across Iraq's Northern Area under a single programme structure. Site-level views carry satellite location, readiness status, image galleries, progress and delivery gauges and live operational counters, while the programme management dashboard provides portfolio mapping, site readiness comparison, status filtering and programme-wide operational totals.
Executives, programme managers and field teams work from the same live position instead of reconciling separate versions. Files passed between organisations by email and WhatsApp are replaced by one system of record with role-based access, so the question in a review is what the programme should do next rather than whose numbers are current.
Through 154 tasks governed live, each with planned against actual tracking and daily figure logging. Because every daily figure rolls up automatically into the higher-level views, task-level detail and programme-level reporting are the same data at different resolutions rather than two records that have to be kept in step.
3,349 scan points captured and processed, tracked to the scan point and through to site publication to R2S. The document chain is tracked on the same basis, from harvest and indexing through OCR, metadata and QA to upload into Assai, so both chains report progress in units the programme actually delivers in.
