September is an interesting point in the year. There is still plenty of work happening now, but conversations about next year have already started.
For right-of-way (ROW) teams, that makes this a good time to look at both.
What has changed since the project started? Where is work moving well? Where are teams spending more time than expected? And, most importantly, what does that tell you about what’s coming next?
Planning ahead doesn’t have to mean stopping everything for a major review. Often, it starts with paying attention to what the project is already telling you.
Look at What’s Ahead, Not Just What’s Open
It’s easy to focus on the parcels, negotiations, approvals, and issues directly in front of you. They need attention.
But teams also need a clear view of what’s coming behind them.
Upcoming acquisition needs, construction schedules, permitting requirements, and stakeholder commitments can put pressure on a project quickly if they aren’t visible early enough.
A regular look ahead gives teams time to ask a simple question: What needs to happen next, and are we ready for it?
That conversation can uncover resource needs, schedule conflicts, or coordination issues while there is still time to address them.
Pay Attention to Where Work Is Slowing Down
Every project develops pressure points.
Maybe certain acquisitions are taking longer than anticipated. Maybe title issues are creating extra work. Maybe property owner questions are pointing to a communication gap. Or perhaps approvals are consistently taking longer than the original schedule allowed.
Those patterns are useful.
Instead of treating each issue as an isolated problem, look for what they have in common. A recurring challenge may point to a process that needs to change, additional support that’s needed, or an assumption that should be revisited.
Sometimes the best planning information comes from the work that’s already underway.
Make Sure the Right People Have the Right Information
A lot can change over the course of a project. The information people are working from needs to change with it.
Project managers may need a different level of detail than field staff. Leadership may be looking at schedule and risk. Acquisition teams need current parcel information. Clients need a clear picture of progress and anything that could affect what’s ahead.
The goal isn’t more reporting. It’s useful reporting.
Teams should be able to understand where things stand, what needs attention, and what decisions are coming without digging through multiple versions of the same information.
When that visibility is there, conversations become easier and decisions tend to happen faster.
Plan for the People You’ll Need
Workload changes as projects move from one phase to another.
A team that was right for the beginning of a project may need additional support as acquisition activity increases, construction approaches, or the geographic footprint expands.
Looking ahead gives project leaders time to think through those needs before they become urgent.
Do we have the right experience in the right places? Are there upcoming activities that will require specialized knowledge? Where could additional capacity help the team stay ahead?
Staffing is easier to manage when it’s part of the plan instead of a response to a problem.
Carry the Lessons Forward
Not every lesson needs to wait for a formal project closeout.
If something is working well, keep it. If a process is creating unnecessary steps, talk about it. If communication with a particular stakeholder group has improved, understand why.
The teams closest to the work often know where small changes could make the biggest difference.
Making room for those conversations while a project is still active gives teams an opportunity to improve the work that’s happening now — and carry those lessons into the next project.
Planning Ahead Starts with Paying Attention
The next phase of a project rarely arrives all at once. You can usually see pieces of it coming.
That’s why good planning isn’t only about schedules and forecasts. It’s also about noticing patterns, asking questions, and listening to the people doing the work.
At ORC, we’ve spent more than 55 years helping clients move infrastructure projects forward. That experience has taught us that no two projects unfold exactly the same way. The teams that are ready for what’s next are usually the ones paying close attention to what’s happening now.
Need another perspective on what’s ahead for your ROW program? Talk to a ROW expert at ORC.