60th Year Anniversary

1964

The U.S. firm Tracey Brunstrom & Dudley (TBD) was appointed by the U.S. Navy to provide Critical Path Method (CPM) services at N.W. Cape Communications Station (pictured) in Western Australia.

1965

Expansion into Australia saw new offices established in Perth and Sydney. Ten PERT(Program Evaluation and Review Technique) and CPM seminars were delivered in Sydney and Melbourne, introducing advanced scheduling methodologies.

1966

Programming contracts were secured for major projects, including the NSW Institute of Technology and Jounama Dam in the Snowy Mountains, supporting efficient project scheduling and execution.

1967

Project scheduling services were provided for the Prince of Wales Hospital Ward Block. Additional work included programming for the Sydney (Kingsford Smith) Airport development, ensuring structured project timelines.

1969

Roy Hammond was appointed Resident Manager for TBD in Sydney. The company was awarded the programming role for the State-Commonwealth Law Courts in Sydney, reinforcing its presence in major infrastructure projects.

1970

Planning, scheduling, recording, and reporting were managed for Melbourne’s Tullamarine Airport (pictured) expansion, accommodating international passengers and Boeing 747 operations, ensuring seamless project execution.

1971

Design, procurement, and construction activities were programmed for key infrastructure projects, including the Sydney Eye Hospital redevelopment and Sydney Farm Produce Markets.

1973

A dedicated claims service was established when Roy Hammond was appointed as an independent programming expert to manage a construction claim related to a high-rise development in Sydney.

1975

Expertise in the health sector was reinforced through engagement as Programme Consultant for the Campbelltown and Liverpool Hospital redevelopments, supporting design, procurement, construction, and commissioning. TBD changes its company name to Tracey Brunstrom & Hammond (TBH).

1976

The Australian operations evolve separately, with TBH becoming a fully Australian-owned company under the leadership of Roy Hammond as Managing Director.

1980

A Brisbane office was established following project wins at Tarong Power Station and Chermside Hospitals. Work included creating the Master Programme for South Bank Shopping Precinct (pictured), detailing construction plans for key sections.

1981

Probability programs were developed to support project acceleration decisions at Williamtown Airforce Base (NSW), ensuring the timely delivery and operational readiness of FA18 fighter jets.

1983

Expansion into Indonesia saw the opening of an office providing programming services for major developments, including Sudirman Square CBD precinct, Regent Hotel, Hyatt Hotel, Jakarta Stock Exchange, and KL Commonwealth Games Stadiums.

1984

Project programming services were delivered for the Principal on key cultural infrastructure, including the Powerhouse Museum and the new ABC Headquarters in Sydney.

1986

Planning and scheduling management for the Darling Harbour Development (NSW) involved creating and updating the Project Strategy Programme to align with ongoing design and construction progress.

1988

Programming and claims assistance supported the successful delivery of the Sydney Harbour Tunnel and Brisbane Expo ’88, ensuring efficient project execution and contractual compliance

1990

An ACT office was established to deliver specialist project planning and management services for the Commonwealth and ACT governments, supporting projects such as The Canberra Hospital, Canberra Casino, DoD Russell HQ, and ACT Legislative Assembly.

1993

17 years of involvement in the Sydney Olympic Games saw contributions to the RAS Showgrounds, Newington Village, and Sydney Olympic Park (pictured).

1993

Over 200 healthcare projects, valued at nearly AUD $400 million, were approved under the Queensland Government’s Capital Works Program. A graphic database was developed and maintained to track project timing and cash flow.

1995

Project management, contract superintendence, and planning services supported the Star City Casino and Entertainment Precinct.

1996

Sydney’s CBD Street Upgrade Program required full project planning and management services. The scope of work covered scheduling, coordination, and implementation to enhance public infrastructure and streetscape aesthetics.

1999

Expansion into Melbourne followed major projects such as Federation Square and Docklands. Services included construction monitoring, program advice, contractor reviews, progress reporting, cash flow analysis, site inspections, and delay mitigation strategies.

2002

Updates, progress reports, and site presence were provided for the AUD $700 million Spencer Street/Southern Cross Station Redevelopment, ensuring operational continuity and advising on Expert Extension of Time claims for delays.

2005

Rapid growth in Western Australia’s resources sector drove significant demand for services. A new Perth office was established to support large-scale infrastructure and resource sector projects.

2007

Medical and project management services were delivered for the AUD $1.55 billion, 750-bed Gold Coast University Hospital and the AUD $437 million Townsville Hospital North Block project, completed in 2008.

2008

A Singapore office was established through a joint venture with Confluence, providing financial modelling, feasibility analysis, and infrastructure-focused advisory services for international markets.

2008

Comprehensive project planning and management services were provided for the AUD $2 billion Fiona Stanley Hospital, WA, ensuring efficient scheduling, delivery coordination, and strategic execution.

2009

Established an Adelaide office to provide planning, scheduling, and time management services for Dept for Transport, Energy & Infrastructure (DTEI) on the Rail Revitalisation Project and SA Water on the Adelaide Desalination Project.

2010

The USD $5.5 billion Marina Bay Sands project in Singapore required expert project planning, construction management, and scheduling, leading to its successful completion. A Dubai office was also established under a joint venture with Confluence.

2011

Twenty-three projects were managed under the Commonwealth’s AUD $2.7 billion Building the Education Revolution initiative, ensuring timely delivery and budget compliance despite complex design and construction challenges.

2011

One of the world’s largest natural gas developments, the AUD $70 billion Gorgon Project in Western Australia, required expert planning, scheduling and commercial services to support project execution

2013

The Singapore Grand Prix, a premier F1 night race, required management of design, procurement, and event establishment. Timely completion and multi-stakeholder coordination ensured a world-class event.

2015

Commenced work on the multibillion-dollar major transport infrastructure build in New South Wales including Sydney Metro, WestConnex, NorthConnex, Pacific Highway Upgrades, Sydney Light Rail, Newcastle Light Rail, Parramatta Light Rail and the Western Sydney Airport.

2016

Significant infrastructure enhancements were delivered for the Dubai International Airport expansion. Project management and coordination services ensured timely completion while minimizing disruptions to airport operations.