Utilities are planning for significant growth as rising electricity demand, grid modernization, new generation, and transmission needs drive major infrastructure investment across the industry. As a recent Utility Dive roundup highlighted, utilities are balancing ambitious growth plans with increased focus on project execution, affordability, and their ability to deliver.
For right-of-way (ROW) teams, that raises an important question: What does it take to turn an ambitious project plan into a project that can actually be delivered?
Successful execution starts well before construction. Realistic schedules, the right resources, strong coordination, and prepared teams all play an important role in getting projects there.
Start With a Schedule That Reflects Reality
Project schedules can create challenges long before construction begins if they do not account for the realities of ROW.
Property research, appraisal, acquisition, negotiations, permitting, relocation, and stakeholder coordination all take time. Some parcels may progress quickly, while others can introduce complexities that affect the broader project schedule. That variability should be considered from the beginning.
Involving ROW teams early gives project leaders a clearer understanding of acquisition needs, potential constraints and critical dependencies before timelines are established. Incorporating those considerations into project planning can create more realistic schedules and give teams greater opportunity to address potential challenges before they affect later phases of the project.
Put the Right Resources in Place Early
A realistic schedule is only effective when the resources are available to support it.
As utility project pipelines grow, teams need to consider both capacity and expertise. The size, location and complexity of a project can determine the mix of ROW professionals, project managers, appraisers, relocation specialists, GIS support, and other resources needed to move the work forward.
Planning for those needs early can help reduce the risk of resource gaps affecting project schedules later. Having experienced resources in place and clearly defined responsibilities allows teams to respond more effectively when new challenges, shifting priorities, or additional work arise.
Keep ROW, Design and Construction Connected
Utility projects involve multiple disciplines, but those disciplines cannot operate in isolation.
Changes in design can affect acquisition needs, and ROW challenges can influence construction sequencing. Field conditions can introduce new information that needs to reach project managers, designers and construction teams. Strong coordination helps make sure those connections happen early.
Creating clear lines of communication between ROW, design, and construction teams can help identify conflicts, communicate changes and keep everyone working with the same information. It also helps teams understand how a decision in one area may affect the rest of the project.
When teams understand how their work connects, they are better positioned to solve problems before they become larger project obstacles.
Don’t Overlook the Human Side of Project Delivery
Schedules, processes, and technology are important; but successful project delivery ultimately depends on people.
ROW professionals often navigate technical project requirements while also working directly with property owners, agencies, project partners, and other stakeholders. That requires both technical knowledge and strong communication skills.
Ongoing training and knowledge sharing help prepare ROW professionals for the situations they may encounter throughout a project. From navigating complex acquisitions and stakeholder conversations to responding to changing project needs, practical knowledge and experience can help teams make informed decisions and address challenges as they arise.
Turning Plans Into Successful Project Delivery
As utilities take on increasingly complex infrastructure needs, strong execution starts with getting the fundamentals right. Realistic schedules, appropriate resources, connected teams, and well-prepared ROW professionals create a stronger foundation for the work ahead.
At ORC, we see firsthand how early ROW involvement, experienced teams, and strong coordination across disciplines can help identify challenges sooner and keep work aligned from the start.
Ultimately, good execution comes down to preparation: having the right people, information, and resources in place at the right time to keep work on track from ROW through construction.