Advanced Project Management of Mammoth Solar

Task 1: Organisational Context

Project Overview:

Mammoth Solar, developed by Doral Renewables LLC, represents one of the most ambitious solar infrastructure projects in the United States. Located in northwestern Indiana, the project spans over 13,000 acres across Starke and Pulaski counties. Once fully operational, Mammoth Solar will deliver approximately 1.3 GW of AC capacity (equivalent to 1.6 GW DC), sufficient to power around 250,000 homes annually.

Phase I, “Mammoth North” (400 MW_AC), commenced commercial operations in late 2024, with subsequent phases (Mammoth South, Central I, and Central II) scheduled through 2026–2027. The project’s estimated investment exceeds $1.5 billion, making it not just a renewable energy milestone but a major economic development for Indiana.

Mammoth Solar is not only large but also uses the agrivoltaic method, which involves the use of solar panels and agricultural activities such as crop cultivation and grazing. This arrangement promotes local land-use customs and generates clean energy. The model of Doral Renewables demonstrates how renewable projects may address community needs as well as environmental objectives.

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Organisational Strategy:

Doral Renewables, the U.S. affiliate of the Israeli company Doral Group, has positioned itself on the strategy of intensive development of renewable energy in the American market. Mammoth Solar has chosen to base itself in Indiana as a market-driven choice, but also as a strategic one.

The U.S. Midwest, which has been dependent on coal so far, is currently in dire need of diversification of the energy mix. Mammoth Solar reacts to this shift, and it is in line with national decarbonization targets.

As argue, good corporate strategy is the one that matches external opportunities with internal capabilities. Doral took advantage of the availability of flat land in Indiana, the state government policy, and the favourable solar irradiance, as well as its international experience in project management.

Moreover, by introducing agrivoltaics, Doral overcame the possible opposition of local stakeholders, a move that is consistent with the principle of social license to operate.

Another level of strategic depth can be explained by the fact that Doral decides to sign long-term Power Purchase Agreements (PPAs) with utilities such as AEP Energy. Such contracts secure revenues over 20-30 years, eliminating the market fluctuation, which is also advocated by, who urge the significance of financial hedging in managing megaprojects.

Also, the strategy of farmer-friendly energy development that is promoted by Doral is a form of strategic differentiation. Doral does not compete with agricultural interests; it combines energy production with local farming, which is why land-use conflicts become synergistic relationships.

This alignment with local socio-economic goals positions Mammoth Solar as not just an infrastructure project but a community asset, fostering resilience against opposition.

Organisational Structure:

Doral’s structure reflects a hybrid international-local model, a critical factor in the project’s success. The U.S. operation is headquartered in Philadelphia, while the Israeli parent company provides strategic oversight and global experience.

This arrangement follows what describes as an “adhocracy” structure, a flexible, project-based configuration ideal for innovative and complex initiatives.

Leadership at Doral Renewables is deliberately localized. CEO Nick Cohen, an Indiana native, bridges cultural and operational gaps between the Israeli corporate leadership and Midwestern stakeholders. This dual leadership model helps navigate institutional voids, where differing regulatory, cultural, and business expectations between Israel and the U.S. might otherwise hinder project execution.

The board of directors integrates global financial partners (e.g., Migdal Insurance, APG, Apollo Global Management) alongside local influencers like former Indiana Governor Eric Holcomb. This mix of financial governance and political integration strengthens the project’s legitimacy, providing access to both capital markets and policy frameworks.

Culture and Values:

Culture plays a critical role in Doral’s project success. The company blends Israeli entrepreneurial agility with Midwestern community engagement, creating a unique cultural hybrid. Internally, Doral fosters an innovation-oriented mindset, reflected in its willingness to adopt solar-plus-storage solutions and agrivoltaic systems.

As noted by, organisational culture influences how companies perceive and solve problems; in this case, Doral’s culture drives the pursuit of integrated energy solutions rather than standard solar farm models.

Externally, Doral emphasizes relationship-building with farmers and landowners, framing solar energy as “a new type of crop.” CEO Cohen reportedly spent two years engaging directly with local stakeholders, an approach that aligns with transformational leadership principles.

Doral’s commitment to long-term community benefits, through educational programs, apprenticeships, and local employment, also supports shared value creation. This goes beyond Corporate Social Responsibility (CSR) to actively embed community development into the business model, reducing resistance and increasing project resilience.

Governance and Project Management:

Governance at Doral operates on multiple levels: corporate, project, and community.

At the corporate level, Doral employs a Project Management Office (PMO), likely aligned with PMI’s PMBOK guidelines. This formal governance structure supports standardization across projects, risk management, and stakeholder communication, essential elements in large-scale infrastructure delivery.

At the project level, Doral coordinates between the developer role (Doral Renewables), the EPC contractors (SOLV Energy for Phase I; Bechtel for Phases II & III), and operations/maintenance partners (NovaSource). This division of roles reflects PRINCE2 governance principles, where clear delineation of responsibilities reduces ambiguity and enhances accountability.

Importantly, Doral’s governance extends into the community sphere. By involving Gov. Holcomb on the board and partnering with local leaders from the project’s inception, Doral pre-emptively addressed potential conflicts around zoning, tax abatements, and land use. This proactive stakeholder inclusion aligns with adaptive governance models which emphasizes collaborative decision-making in complex systems.

Moreover, Doral mitigated regulatory and market risks by securing PPAs early, working with the Indiana Economic Development Corporation (IEDC) for incentives, and maintaining compliance with both state and federal regulations. The selection of reputable financial backers and top-tier contractors further ensured that governance was not merely reactive but embedded in preventive risk management strategies.

Critical Reflections and Recommendations:

While Doral’s organisational context has enabled Mammoth Solar to progress where other projects might falter, there are still areas for reflection and improvement:

Centralization vs. Decentralization:

Doral’s hybrid governance model could become strained as project phases scale. The balance between central strategic control and local operational autonomy needs continual reassessment to avoid bottlenecks.

Stakeholder Fatigue Risk:

While the current community engagement strategy has been effective, over-reliance on individual relationships (e.g., CEO outreach) could create vulnerabilities if leadership changes. Embedding formal stakeholder management systems would institutionalize these practices beyond individual leaders.

Innovation vs. Standardization:

The integration of agrivoltaics, while innovative, adds operational complexity. Doral should invest in knowledge management systems to capture lessons learned and build replicable models for future hybrid projects.

Sustainability of Social Impact:

To ensure long-term community value, Doral could formalize social impact assessment (SIA) frameworks, going beyond initial consultations to monitor and adapt impacts over the 30-year project lifecycle.

Mammoth Solar’s success is founded on a good combination of strategy, culture, and governance that has been developed by Doral Renewables. With international experience and local collaboration and community principles, and through transparent governance structures, the company has navigated the issues of developing large-scale solar in a fossil-intensive area.

Task 2: Project Selection Best Practice

Introduction:

Choosing the right project is one of the most important decisions an organization can make. As point out, selecting the wrong project can waste resources, harm reputation, and miss key opportunities. A well-chosen project, however, supports long-term growth, satisfies stakeholders, and builds competitive advantage.

In the case of Mammoth Solar, Doral Renewables LLC made a strategic, not just financial, choice. Their decision reflected both measurable financial returns and broader strategic goals aligned with the complex energy sector. This section critically examines how Doral selected Mammoth Solar, compares it with global best practices, and explores lessons for other large infrastructure projects.

Project Selection Models in Global Best Practice:

Various project selection models are applied by organizations. They include the financial ones (Net Present Value (NPV), Internal Rate of Return (IRR), and Payback Period) and wider frameworks (Weighted Scoring Model, Real Options Analysis, and Strategic Alignment Models). Project decisions are also increasingly being influenced by ESG (Environmental, Social, and Governance) factors, and this is a shift toward stakeholder-oriented decision-making.

The project selection must follow the overall strategy, consider multiple success criteria, and involve early risk assessment. The goes on to state that in the case of renewable energy projects, policy, market forces, and community acceptance are equally crucial factors alongside cost. Doral’s approach combines financial discipline with stakeholder-focused thinking, aligning with modern best practices in project selection.

Mammoth Solar: Why This Project?

Strategic Fit and Market Context:

Doral selected Mammoth Solar because it meets its long-term growth objectives and the U.S. energy transition. According to, project selection must aid in long-term strategy, rather than short-term benefits. The project positioned Doral in the new renewable energy market in the Midwest.

Indiana was strategically attractive for several reasons:

• Access to existing 345 kV transmission lines connected to the PJM Interconnection, enabling regional energy distribution.
• Large, contiguous tracts of flat farmland amenable to utility-scale solar installations.
• A coal-reliant energy sector in transition, creating market demand for clean energy replacements.
• State-level political support, including incentives from the Indiana Economic Development Corporation (IEDC), and alignment with NIPSCO’s grid decarbonization plans.

This reflects the Strategic Alignment Model, linking project selection to corporate vision and market goals.

Financial Evaluation and Economic Viability:

Doral Renewables used strong financial reasoning to prioritize Mammoth Solar, balancing profitability with long-term flexibility. While financial feasibility is a key part of project selection, Doral looked beyond basic numbers.

The project secured long-term Power Purchase Agreements (PPAs) with AEP Energy and Constellation Energy, ensuring reliable income and reducing market risk over the 20–30-year term (Doral LLC, 2021). With its 1.3 GW scale, Mammoth Solar benefits from a lower Levelized Cost of Energy (LCOE), estimated at under $30/MWh—highly competitive even internationally. Federal tax credits and incentives from the Inflation Reduction Act further boosted expected returns.

Backed by a $1.3 billion loan led by major banks, the project’s financing structure also reflected strong investor confidence, Importantly, Doral combined traditional discounted cash flow (DCF) methods with Real Options Thinking, phasing the project to reduce risk and maintain flexibility an approach aligned with best practices in managing large-scale infrastructure.

Non-Financial Criteria: Environmental and Social Value

Doral’s decision-making also considered non-financial benefits, reflecting the Triple Bottom Line—people, planet, and profit.

Mammoth Solar’s environmental value is clear; Phase one alone cuts 40,000 tons of CO₂ annually, with the full project tripling that impact. It also conserves an estimated 1 billion gallons of water per year by replacing water-intensive crops. In Phase 3, plans include pollinator habitats, promoting biodiversity alongside energy production.

Socially, the project supports local economies by contributing $1–2 million annually in local taxes and providing a steady income for around 65 landowners through lease agreements. These efforts align with ESG principles and support key UN Sustainable Development Goals particularly SDG 7 (Clean Energy), SDG 8 (Decent Work), and SDG 13 (Climate Action), highlighting Doral’s broader commitment to sustainable infrastructure.

Stakeholder Influence on Selection:

A distinguishing feature of Mammoth Solar’s selection was the bottom-up stakeholder involvement. Landowners initially sought a solar developer, reversing the typical dynamic where developers seek land. According to, early stakeholder engagement reduces conflict and fosters shared ownership of project outcomes.

Doral’s proactive engagement with farmers and policymakers aligns with stakeholder co-creation models. This not only facilitated smoother land acquisition but also pre-empted legal disputes and public resistance, often the Achilles heel of large energy projects.

Risk Management in Selection:

Effective project selection requires early-stage risk identification. Doral evaluated and mitigated key risks before committing fully to Mammoth Solar:

Risk	Mitigation Strategy
Land Acquisition Risk	Early engagement with 65 landowners; signed leases pre-selection.
Community Opposition	Agrivoltaic design preserved farming use; public trust built via transparency.
Regulatory Risk	Secured zoning changes and tax abatements in partnership with county councils.
Market Risk	100% of output contracted via PPAs before construction.
Execution Risk	Partnered with Bechtel and SOLV Energy, reducing delivery risk through established EPC players.

These actions align with the Selection Phase Risk Analysis, as recommended by and, where major risks are evaluated and controlled before project greenlighting.

Phased Commitment: Real Options Approach

Doral used a phased commitment model, where each phase of Mammoth Solar was treated as a real option. This reduces the risk of sunk costs and allows adaptive scaling. Phase 1 was initiated first, and upon its success, Phases 2 and 3 were launched, a practice aligned with agile portfolio management. This contrasts with traditional “all-in” project commitments, reflecting modern approaches to dynamic project selection.

Critical Evaluation: Best Practice Alignment

Doral’s process for selecting Mammoth Solar aligns with global best practices, but it also reveals areas for reflection:

Strengths	Considerations
Integrated financial and non-financial criteria	Requires ongoing governance to ensure ESG goals are sustained post-selection
Early stakeholder engagement	Over-reliance on local political support could backfire if the political climates shift.
Risk-managed phased approach	Multi-phase projects require robust program management to avoid scope creep.

According to and, mature project selection involves balancing hard financial data with strategic vision, stakeholder needs, and risk sensitivity. Doral achieved this balance but must continue monitoring post-selection impacts to ensure long-term success.

Recommendation: A Weighted Scoring and Real Options Hybrid Model

For Doral’s future projects, a formalized Weighted Scoring Model combined with Real Options Analysis is recommended:

1. Scoring Dimensions:
2. Financial Return (IRR, NPV, LCOE)
3. Strategic Fit (market entry, policy alignment)
4. ESG Impact (carbon, biodiversity, community benefits)
5. Risk Profile (land, regulatory, supply chain)
6. Stakeholder Acceptance (community, government)
7. Phased Investment Gates:
8. Use real options to de-risk early phases before full-scale commitment.

This hybrid model would institutionalize the current practices at Doral also giving a replicable model of the way projects are selected around the world.

Task 3: Building and Leading Successful Project Teams

Introduction:

The effectiveness of large-scale infrastructure initiatives, especially in renewable energy, is no longer only defined by technological capabilities or monetary capabilities, but also by the leadership and teamwork. The Mammoth Solar project, developed by Doral Renewables LLC, is an example of this fact.

Covering 13,000 acres and employing more than 1,200 workers at its peak, Mammoth Solar is not only an engineering project but a human project that needs to be organized to the last detail, integrate cross-cultural elements, and be led by adaptive leaders.

This section critically reviews the role of leadership and teamwork in the success of such projects as Mammoth Solar. It is based on known theories like Situational Leadership, Transformational and servant leadership, and the Team development model by Tuckman.

It also talks about the way the project manager can adjust the leadership styles to address the needs of the team and gives recommendations to prevent the most frequent mistakes in the collaboration of megaproject teams.

Key Factors in Leadership and Teamwork That Influence Project Success:

Cross-Functional and Cross-Cultural Team Integration:

The team structure of the Mammoth Solar project includes:

• The Owner/Developer Team (Doral Renewables, both U.S. and Israeli staff),
• The EPC Contractors (SOLV Energy for Phase I; Bechtel for Phases II & III),
• The Operations Team (NovaSource Power Services),
• And Community Stakeholders (local farmers managing agrivoltaics).

This multicultural and layered team is representative of what refers to as a networked project environment, where various organizations with different objectives have to work as a single unit. Failure to integrate such a team can lead to miscommunication, delays, and cost overruns, as shown in the case of Boston’s Big Dig project, where fragmented teamwork resulted in severe inefficiencies.

At Mammoth Solar, integration has been largely successful due to bicultural leadership, with Nick Cohen (CEO of Doral Renewables USA) acting as a cultural bridge between Israeli corporate leadership and local Indiana stakeholders.

As noted, managing cultural differences in projects requires leaders to reconcile diverse communication styles, expectations of hierarchy, and decision-making norms. Doral mitigated these challenges by blending entrepreneurial Israeli dynamism with Midwestern relational values.

Leadership Style

A critical success factor for Mammoth Solar has been adaptable leadership. The project’s leaders, including the project manager, have employed different leadership styles depending on the project phase, a practice consistent with Hersey and Blanchard’s Situational Leadership Model.

Project Phase	Leadership Approach
Permitting and Community Engagement	Democratic/Participative: Listening to farmers, adjusting designs for community needs.
Construction Phase	Directive and Coordinating: Managing safety, logistics, and technical execution, typical of EPC collaboration.
Operations and Agrivoltaics	Servant Leadership: Empowering local farmers like Billy Bope to co-manage grazing operations reflects trust and partnership.

This flexible leadership reduces resistance and promotes buy-in from diverse team members. As per, successful project managers adapt their leadership style based on team maturity, task complexity, and stakeholder environment.

Moreover, CEO Nick Cohen’s servant leadership style, prioritizing community needs, personally meeting landowners, and framing the project as a shared mission, has built trust. argued that servant leadership fosters long-term commitment, which in this case is visible in the farmers’ continued support even after project delays.

Team Development and Communication:

Applying Tuckman’s Model of team development, forming, storming, norming, performing, Mammoth Solar’s project team has likely progressed through each phase:

Forming:

Initial team assembly (Doral staff, SOLV Energy, Bechtel) required setting norms and clarifying roles.

Storming:

Conflicts, such as scheduling challenges or cultural misunderstandings, were addressed through open forums and regular coordination meetings.

Norming:

Teams developed shared protocols, such as safety briefings and joint decision-making frameworks.

Performing:

Phased construction, agrivoltaic grazing, and O&M planning now occur with high levels of coordination.

Effective communication tools, including Microsoft Project, Primavera P6, and remote collaboration platforms, were essential in managing geographically dispersed teams. However, digital tools alone cannot substitute for relational communication, particularly in multicultural settings.

Doral’s leadership recognized this by fostering personal relationships across the team, from site labourers to international board members.

Motivation and Purpose:

One critical leadership task is to motivate the team beyond financial incentives. Transformational Leadership Theoryemphasizes articulating a compelling vision. Doral’s framing of Mammoth Solar as not merely a power plant but a heritage farming project that solves global climate issues instills a higher purpose, aligning with Maslow’s (1943) notion of self-actualization.

This sense of shared purpose explains why even after delays in Phase I, the team remained engaged. Instead of demoralization, leadership organized celebratory milestones, keeping morale high, a strategy consistent with Locke and Latham’s Goal-Setting Theory, where short-term goals reinforce long-term vision.

Conflict Resolution and Psychological Safety:

Large, diverse teams inevitably encounter conflict. The Mammoth team managed this through collaborative problem-solving. For example, when supply chain issues delayed solar panel delivery, the project team reportedly resequenced tasks and shared accountability rather than assigning blame.

This is reflective of Edmondson’s concept of psychological safety, where team members feel safe to voice concerns and propose solutions without fear of retribution.

This contrasts with failed projects like the Berlin Brandenburg Airport, where blame culture and poor communication led to repeated failures. Mammoth Solar avoided this by embedding a partnership ethos with contractors like Bechtel and NovaSource, focusing on joint problem-solving.

Recommendations for the Project Manager:

Given the dynamic nature of the Mammoth Solar project, the project manager (e.g., Jeremiah Carroll) should continue adapting leadership style as the project evolves.

Recommended Adaptations:

1. Maintain Situational Leadership:
2. Coaching Style for new team members or apprentices entering the workforce.
3. Supporting Style during team norming phases with Bechtel, ensuring smooth knowledge transfer from SOLV Energy.
4. Delegating Style for experienced O&M staff post-construction, fostering autonomy while maintaining oversight.
5. Foster Transformational Leadership Behaviors:
6. Reinforce the project’s vision consistently across all levels.
7. Encourage innovative problem-solving, particularly in managing agrivoltaics, which requires non-standard operational strategies.
8. Enhance Cross-Cultural Competence:
9. Offer intercultural training modules for new Israeli staff entering the U.S. context and vice versa.
10. Use cultural brokers, individuals like Nick Cohen, to mediate subtle cultural misunderstandings.
11. Implement Formal Conflict Resolution Mechanisms:
12. Establish a conflict resolution protocol that includes mediation steps before escalation.
13. Use retrospective “lessons learned” meetings to address issues constructively, aligned with Lean Project Management principles.
14. Institutionalize Community Integration:
15. Continue involving local stakeholders (e.g., farmers, tradespeople) not just during agrivoltaic operations but also in project review boards or advisory committees.
16. This “team beyond the team” approach sustains local buy-in and mitigates long-term social risks .

Avoiding Failure:

Megaproject failures often stem from leadership and teamwork breakdowns. The Channel Tunnel Project, for example, suffered from adversarial contractor-owner relationships and poor risk-sharing, leading to massive overruns. Similarly, the Cape Wind Project failed due to poor stakeholder integration and community opposition.

• Mammoth Solar’s leadership can avoid similar pitfalls by:
• Continuing collaborative leadership that prioritizes partnership over hierarchy.
• Reinforcing transparent communication, both internally and externally.
• Maintaining psychological safety, allowing team members to surface problems early.

Building and leading successful project teams is not merely about organizing tasks; it is about cultivating relationships, shared vision, and adaptive leadership.

Task 4: Project Planning and Scheduling Techniques

Introduction:

Effective planning and scheduling are central to the success or failure of large-scale infrastructure projects. As noted by, no amount of strategic alignment or resource availability can substitute for meticulous scheduling and proactive timeline management.

The Mammoth Solar Project, developed by Doral Renewables, presents a contemporary case of applying, and adapting, planning and scheduling techniques to meet the challenges of a $1.5 billion, multi-phase, 1.3 GW renewable energy megaproject in the U.S. Midwest.

This critical appraisal examines the strengths and weaknesses of two project management methodologies, Waterfall (traditional project management) and Agile (adaptive project management), as applied to Mammoth Solar and compares Critical Path Method (CPM) with Critical Chain Project Management (CCPM) for large-scale renewable projects. The appraisal draws on scholarly research and industry practice to recommend optimal approaches for Doral Renewables.

Waterfall vs Agile:

The Waterfall model, originally conceptualized for engineering projects, remains the default for construction megaprojects due to its structured, phase-based approach. For Mammoth Solar, this meant distinct stages: initiation, detailed design, procurement, execution, and closure.

Given the physical sequence required to build a 1.3 GW solar farm, where one cannot install panels before foundations are poured or connect to the grid before substations are built, this method was a logical starting point. Furthermore, key contractual obligations, such as Power Purchase Agreements (PPAs), depend on milestone-based delivery, which aligns closely with Waterfall-style scheduling.

However, the limitations of pure Waterfall became evident during Mammoth Solar’s Phase 1. The project encountered delays due to unforeseen factors such as the 2022 U.S. solar import investigation, which temporarily froze panel deliveries.

Rigid adherence to a sequential schedule would have meant total project paralysis. Instead, Doral overlapped phases, starting work on Phase 2 and Phase 3 even before Phase 1 was fully complete. This reflects a shift towards adaptive project management, essentially borrowing from Agile principles, though not formally using Agile frameworks like Scrum.

Agile methodologies, widely applied in software development. prioritize iteration, flexibility, and stakeholder collaboration. While a solar farm cannot be “sprinted” in the way software can, Mammoth Solar’s team demonstrated Agile thinking in several ways. For instance, the integration of agrivoltaics, allowing farming activities beneath and around the solar panels, was managed as an iterative experiment.

Doral tested different crops, grazing patterns, and pollinator habitats in real-time, adjusting based on community input and environmental feedback. This approach mirrors Agile’s philosophy of continuous learning.

Balancing both methodologies proved crucial.  As per, project management should match the project’s complexity and environment. For infrastructure projects like Mammoth, Waterfall suits the engineered, tangible deliverables, while Agile serves as a complementary layer for managing change, stakeholder engagement, and innovation.

Critical Path vs Critical Chain Scheduling:

Beyond methodology, scheduling techniques played a critical role in Mammoth Solar’s execution. The Critical Path Method (CPM), developed by, was likely the primary scheduling tool. CPM helps project managers identify the sequence of tasks that cannot be delayed without affecting the final deadline.

In Mammoth’s case, early critical paths involved permitting, land preparation, procurement of solar modules, racking system installation, and ultimately, commissioning with PJM Interconnection.

However, CPM assumes infinite resource availability unless resource-loading is manually added, which is rarely realistic in megaprojects. Mammoth Solar faced precisely this problem when supply chain constraints and labor availability became bottlenecks.

To better address such uncertainties, Critical Chain Project Management (CCPM), introduced by, offers an alternative. CCPM builds buffers into the schedule, both time and resources, to protect the critical path from disruptions.

While Mammoth did not explicitly announce CCPM usage, their actions align with CCPM principles. For example, Doral’s procurement strategy included sourcing panels from both international and domestic suppliers to mitigate risk from trade policies.

They also staggered construction activities to account for weather variability, introducing seasonal buffers in the schedule. Moreover, by partnering with Bechtel for later phases, Doral effectively added resource buffers, as Bechtel brought in a larger workforce and advanced construction technologies, including autonomous equipment and drone monitoring, to accelerate work.

Another technique used was rolling wave planning. Instead of detailing all tasks upfront, Doral finalized near-term activities while keeping future phases at a higher level of abstraction, refining details as the project progressed.

This approach allowed them to learn from Phase 1 delays and adjust plans for Phases 2 and 3 accordingly, a reflection of adaptive management in action.

Digital tools further enhanced planning accuracy. Bechtel’s use of real-time construction monitoring through drones and digital twin models meant that project managers could track progress against the schedule in near-real time. Such tools reduce reporting lags and improve forecasting accuracy, as emphasized by.

In comparing CPM and CCPM, both have merits and limitations. CPM is straightforward and widely used in the construction industry, including by Doral’s EPC contractors. However, it struggles with real-world variability. CCPM, while less commonly adopted in traditional construction settings, addresses this by focusing on resource constraints and variability, adding protective buffers.

For Mammoth Solar, adopting CCPM explicitly for the remaining phases would be a logical evolution, especially given the overlapping critical paths for grid interconnections and substations.

Recommendations:

Looking ahead, Doral Renewables could strengthen its planning and scheduling by fully embracing a hybrid methodology. Waterfall should remain the backbone for physical construction, but Agile practices, such as stakeholder iteration and procurement flexibility, should continue. For scheduling, integrating CCPM techniques, including buffer management and resource leveling, would further enhance resilience. Monitoring the consumption of buffers in real time using digital tools may assist the project team to be proactive instead of reactive.

Finally, the planning should include risk analysis. The phase 3 commissioning should involve Monte Carlo simulations that would enable Doral to execute different scenarios, interconnection delays, and extreme weather, and alter buffers.

The Mammoth Solar Project has demonstrated that systematic and flexible approaches are significant in dealing with complicated infrastructure projects. Although the Waterfall model is a simple model of the linearity of construction processes, its inflexibility is also a drawback in cases of unforeseen difficulties, including delays in regulation or in the supply chain.

The move to cross-start project phases and add iteration learning is a good path towards thinking Agile at Doral Renewables, although it does not involve any Agile structures. This combined approach enabled the project team to be more responsive to change, especially in the fields of stakeholder engagement, agrivoltaic research, and flexibility in procurement. Critical Path Method (CPM) is a construction standard that fails in real-life circumstances, such as a shortage of labor and the non-availability of materials, when it comes to scheduling.

Such risks can be avoided by using the principles of Critical Chain Project Management (CCPM), such as time and resource buffers. One of the practices that indicates CCPM-style thought is Doral strategic alliances and staggered construction.

Formal CCPM application, which relies on real-time digital tools and predictive methods such as Monte Carlo simulations, can potentially turn the project more resilient and project forecasts more accurate in the future years. Finally, a mixed-hybrid approach of combining the advantages of Waterfall and Agile, CPM, and CCPM is the best way to revive megaprojects.