Why Empowering SMEs Drove Project Xenon’s Transformation Success
Rethinking Transformation Success
Transformation projects have a reputation for being costly, slow, and disruptive. In many industries, especially energy, utilities, and infrastructure, large-scale system rollouts often take years to deliver tangible benefits. Delays, budget blowouts, and change fatigue are common.
Yet Downer’s Project Xenon challenged this narrative. By unifying project control processes across its Energy & Utilities business, the organisation delivered results faster than expected, under budget, and with unusually high buy-in across teams.
At the heart of this success was an unconventional approach: empowering subject matter experts (SMEs) as leaders of the change. Rather than relying solely on IT or external consultants, Downer entrusted experienced project controllers—people who understood the business intimately—to guide the design, testing, and adoption of its new integrated project controls platform, InEight.
This case study explores the journey of Project Xenon: the context, people, delivery methods, challenges, and most importantly, the lessons learned about SME-led transformation that other organisations can apply.
Rethinking Transformation Success
Downer’s Energy & Utilities business faced a familiar but complex challenge: different divisions operated effective project control systems, but each used distinct processes and tools. Without alignment, it was difficult to optimise outcomes or scale best practices across the enterprise.
The solution was ambitious: implement InEight as a unified project controls platform across the business. But this wasn’t happening in isolation. At the same time, other transformation programs were underway across Downer—each with its own scope, risks, and resource demands.
Many organisations falter when managing parallel transformations. Overlaps and competing priorities can create bottlenecks, strained resources, or outright conflicts. Project Xenon succeeded because the team recognised this early and deliberately engaged with other initiative leads. By mapping dependencies, identifying interfaces, and addressing risks collaboratively, they avoided costly clashes and maintained momentum.
Governance: Traditional in Structure, Exceptional in Engagement
Project Xenon reported to a governance group of five Executive General Managers (EGMs)—three operational (Industrial Power Generation, Power Projects, Water) and two functional (Finance and Commercial Risk & Performance).
On paper, this governance model looked standard. What set it apart was executive engagement:
– Leaders were consistently present at meetings and playback sessions.
– They asked thoughtful questions and championed the project across the organisation.
– Their visible support signalled that this was a priority, creating enthusiasm and trust.
This level of executive accessibility created a “pull effect.” Teams across the business weren’t just compliant—they were eager for the solution, pressing the project team to deliver faster. Executive sponsorship wasn’t symbolic; it was active leadership that drove momentum.
People Power: SMEs as the Face of Change
Perhaps the most innovative aspect of Project Xenon was the decision to put three subject matter experts (SMEs) at the centre of delivery.
– Who they were: Experienced project controllers from different business units.
– What made them different: They weren’t traditional “change managers.” Instead, they were empowered by EGMs to make design and process decisions on behalf of their divisions.
– Why it worked: Their credibility, visibility, and deep knowledge of the business gave them immediate trust from peers.
A Business-Led Approach
The SMEs didn’t sit on the sidelines—they designed, developed, and tested the processes themselves. While a dedicated change manager coordinated logistics and communications, the SMEs became the “face of the project.”
Their role included:
– Leading fortnightly playback sessions to showcase progress.
– Gathering feedback directly from end users.
– Acting as first points of contact for questions and concerns.
This structure created a direct line between transformation and the business, bypassing the common mistrust employees feel toward IT-driven or consultant-led initiatives. Staff weren’t being told what to do by outsiders—they were learning from respected colleagues who would use the same tools in their daily work.
The Trust Dividend
Because SMEs were trusted, employees leaned in rather than resisting change. Adoption wasn’t just compliance—it was commitment. The SMEs’ involvement turned what could have been a top-down directive into a peer-driven transformation, making buy-in almost organic.
Project Interfaces & Alignment
Another factor in Project Xenon’s success was the way interfaces were managed—both within the project and across the wider organisation.
– Executive interfaces: Weekly sponsor catch-ups and accessible leadership ensured alignment and rapid decision-making.
– Playback sessions: Regular demonstrations of progress gave stakeholders visibility and a chance to influence outcomes, creating a continuous feedback loop.
– Cross-functional support: Even busy functions like Finance made time to engage. Their responsiveness was critical for ensuring integration and alignment.
– Accelerated delivery: Unlike typical enterprise rollouts that stretch over 18–24 months, Project Xenon delivered 80% functionality within 9 months. This condensed schedule avoided the fatigue of long projects and kept excitement high.
The combination of transparency, collaboration, and momentum meant that potential conflicts with other transformation initiatives never escalated.
Delivery Approach
Project Xenon adopted a hybrid delivery model blending waterfall structure with Agile practices.
– Waterfall elements: Clear stage gates, structured governance, and traditional project language to align with stakeholders.
– Agile practices: Daily stand-ups, retrospectives, sprint run sheets, and backlog management to maintain pace and flexibility.
Although the team worked largely remotely, they came together at the end of each sprint to finalise processes. With three SMEs representing different units, decisions were made by consensus, ensuring alignment before moving forward.
A Strategic Deployment Decision
One of the most astute decisions was to implement InEight only on new projects, rather than migrating active ones. This avoided the disruption and risk of reconciling existing data and processes midstream. By starting fresh, the team ensured consistency and reduced complexity.
The result: a rollout that was disciplined, fast, and minimally disruptive.
Challenges and Risk Management
Every project faces challenges, but Xenon’s approach meant most risks were neutralised before they materialised.
– SME hesitancy: Some initially questioned whether SMEs should carry so much responsibility. An early risk assessment confirmed their critical role, and results validated the decision.
– Accelerated timeline pressures: Delivering in 9 months required sustained intensity. Working in sprints was demanding, but early realisation of benefits kept morale high.
– Parallel transformations: Close coordination and proactive engagement kept overlaps manageable.
– Final-month integration issue: A discrepancy in documentation surfaced late. Thanks to strong vendor partnership with InEight, it was resolved swiftly without delaying the rollout.
A comprehensive risk register and disciplined management ensured that when challenges did arise, they were addressed quickly and constructively.
Innovation Beyond Technology
While InEight provided the technological foundation, Project Xenon was more than a system rollout. The real innovation was cultural and organisational:
– Business-led transformation through SMEs.
– Executive sponsorship that was visible and consistent.
– Engagement rituals (playback sessions, regular updates) that sustained momentum.
– Hybrid delivery that combined discipline with flexibility.
This was a change management initiative in the truest sense—a shift in how project controls were understood, practiced, and valued across the business.
Results and Benefits
Project Xenon has already delivered tangible and intangible benefits:
– On time and under budget – 80% functionality in 9 months, with phase one on track to go live ahead of schedule.
– Improved project outcomes – Standardised processes, integrated systems, and better forecasting accuracy.
– Cultural uplift – Employees engaged, motivated, and proud of contributing to transformation.
– Professional development – SMEs and project teams gained visibility, credibility, and career growth opportunities.
– Future scalability – A replicable model for other business units embarking on similar journeys.
Importantly, Project Xenon created a community of project controls practitioners within Downer. This network will continue to grow, driving continuous improvement long after the system goes live.
Lessons Learned from Project Xenon
Project Xenon offers valuable lessons for leaders and organisations pursuing transformation:
1. Empower SMEs as Change Leaders – Transformation is more effective when driven by people who understand the business. SMEs provide trust, credibility, and practical insight that consultants or IT teams alone cannot replicate.
2. Engage Executives Visibly and Consistently – Governance structures matter less than executive behaviour. Leaders must champion, attend, and advocate to demonstrate commitment.
3. Prioritise Engagement Rituals – Playback sessions, demonstrations, and regular communication keep stakeholders informed, involved, and invested.
4. Balance Pace with Sustainability – An accelerated timeline creates energy and prevents fatigue, but it requires careful planning and rigorous risk management.
5. Plan for Interfaces Across Transformations – In multi-transformation environments, deliberate collaboration with other initiatives is essential to avoid conflicts and optimise outcomes.
Broader Implications for the Industry
Project Xenon proves that large-scale transformation doesn’t have to take years. With the right approach, benefits can be delivered quickly, efficiently, and with high engagement.
For industries like construction, energy, and utilities—where project outcomes directly affect margins and stakeholder confidence—the lessons are clear:
– Put people, not just systems, at the centre.
– Rethink the role of SMEs as decision-makers, not just advisors.
– Use hybrid methods to combine structure with agility.
– Focus on momentum to sustain engagement.
As organisations face increasing pressure to deliver faster, smarter, and more integrated project outcomes, Project Xenon provides a model worth emulating.
Transformation Powered by People
Technology was the enabler, but people were the engine of Project Xenon. By entrusting SMEs with real authority, securing visible executive support, and embracing hybrid delivery, Downer proved that transformation can be delivered early, under budget, and with enthusiasm across the business.
For leaders considering their next transformation, the message is clear: empower your people, and results will follow.
Interested in replicating these outcomes? Get in touch with our team today.
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