An $8.1 billion pipeline — and what it demands of delivery teams

Infrastructure Canberra's Infrastructure Investment Program forecasts expenditure of $8.1 billion over five years to 2028-29, supporting a population projected to reach 500,000 in 2026-27.

A pipeline of that size is not simply a larger version of a normal work program. It changes the nature of the delivery problem.

Three pressures that come with scale

Concurrency. Many projects running at once compete for the same scarce resources — experienced project directors, specialist advisers, and market capacity. Sequencing becomes as important as individual project planning.

Interdependency. At portfolio scale, projects stop being independent. A delay in one program shifts the critical path of others, often in ways that are invisible until they arrive.

Assurance load. More projects means more gates, more reporting, and more scrutiny. Without proportionate assurance, teams spend more time reporting on delivery than delivering.

What tends to work

The organisations that manage large pipelines well are rarely the ones with the most sophisticated tools. They are the ones with honest reporting, clear decision rights, and sponsors who stay engaged past the business case.

Source: Infrastructure Canberra

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Sources:

• Digital Canberra directorate to centralise IT projects in ACT public service — The Canberra Times

• Delivery: Digital Canberra's whole-of-government rebuild — InnovationAus

• Infrastructure — Infrastructure Canberra

• Digital, Data and Technology Solutions — ACT Government