Qatar Public Works Authority 

Okana delivered project management services on a multi million dollar digital transformation programme ahead of the 2022 FIFA World Cup in Qatar.

  • Qatar Public Works Authority

  • Doha, Qatar

Twilight cityscape showing modern skyscrapers

In 2010, Qatar secured the 2022 World Cup. Beyond the creation of seven new stadiums, Qatar would also revamp its transportation, hospitality and leisure infrastructure. Just as Qatar saw the competition as a way to promote itself and the Middle East, it also anticipated the development would act as a learning process for the country and workforce.

Headquartered in Doha, Ashgal is Qatar’s Public Works Authority. Established in 2004, its remit is to deliver and manage all infrastructure related projects and public amenities. This includes roads, drainage and public buildings including schools, hospitals, and health centres. Beyond the physical transformation required by the World Cup, Qatar’s pioneering vision extended to a digital transformation. Ashgal needed a giant digital step forward to create unparalleled efficiency throughout the entire organisation. This, in turn, would deliver greater value through design, construction and operations.

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Okana was directly seconded into the authority to deliver this vision and support planning, recruitment and overall programme management. Our key focus was to look at the existing strategy and develop standards in accordance with international practices. From there we would implement integrated technology solutions and support learning and development from within.

Our approach focused on intricate planning, relationship building and comprehensive engagement with departments across the authority and its supply chain. Split into two phases, the first step was the delivery of a change implementation plan. The second, by which time we were considered a trusted partner, was making that a reality by socialising this change through training.

Ashgal needed to make a significant leap, not least from traditional 2D CAD systems, but there were also cultural changes affecting its operation. This also had the potential to shape training implementation. With classroom-based work being the norm and discussions ongoing about how best to deliver training, fate would play a role. With the arrival of Covid-19 and the wider pandemic, lockdown meant this training and development phase would need to be delivered remotely.

While flexibility and innovation were required to channel all learning online, its introduction also necessitated cultural sensitivity and robust processes to ensure engagement. While online working became the global norm – for Ashgal it was a groundbreaking experience. Ultimately, as we trained around 2,000 workers, both content and delivery would echo Qatar’s desire for pioneering change.

The completion of both the strategic implementation plan and training allowed Qatar, through Ashgal, to streamline working practices, enhance information management and upskill the workforce with a key focus on infrastructure.

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