Saudi Arabia, Riyadh Metro Special Reports and Interviews
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Saudi Arabia, Riyadh Metro Special Reports and Interviews

FRANCOIS POTTERIE
PMO Manager, FAST Consortium


FRANCOIS POTTERIE
PMO Manager, FAST Consortium



23 MAY 2018: French engineering consultancy Setec handles the Project Management Office (PMO) for FAST Consortium, and was also involved in the design of the two train storage and maintenance depots for Lines 4/6 and Line 5 on Package 3.

For the Paris-headquartered firm, the Riyadh Metro has been another test of its credentials, as well as a strategic addition to a project portfolio dominated to date by large-scale schemes in its native country. For instance, Setec is currently engaged as one of the main designers on an ambitious new metro program around Paris.

Setec was initially invited onto the Riyadh Metro scheme in 2012, as a subcontractor to British consultancy Atkins for the design of two depots (Line 4&6 (at-grade) and Line 5 (underground)). In September of the following year, the company was engaged by the-then recently-formed FAST Consortium as the Project Management Office (PMO), assuming reporting and administrative responsibility for the consortium partners, and acting as a crucial pivot point between them, the client (ADA) and the wider stakeholder community.

“Our role is twofold: on the one hand, Setec provides a number of services such as Programme Management, Progress Monitoring, Change Control or Handover Process to name a few; on the other, PMO communicates and reports on behalf of the various FAST partners to RAMPED [the program and construction management consultant for Lines 4, 5 and 6] and the ADA [the client],” explains Francois Potterie, FAST’s PMO Manager.

“In effect, we are acting as a referee. Our role is to understand the challenges of the project, and visualise solutions as required, and to do that we must deal daily with cross-responsibilities. We make sure there is no inertia, and we make things happen, with the ultimate target to deliver a great project for the ADA.

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