Capital projects require four often missing elements to be exceptionally successful.
One: A strategic approach organizes the project into Plan Modules to provide flexibility in analyzing different approaches toward organizing workflow. Within Plan Modules projects should employ Incremental Work Packages to organize work in small amounts and Balanced Linear Sequencing to create stable, predictable workflow.
Two: Project team skills for coordinated action that provides a reliable understanding of how to execute required work when needed while working in a multidisciplinary environment. These skills break through the silent silos that form on projects and hinder success.
Three: Team member alignment on the beneficial impact of the project that is personally meaningful to team members. Alignment provides fuel for intrinsic motivation necessary for continuous professional development and engagement that supports the team’s efforts.
Four: Communication protocols that support easy collaboration, including visual systems, process standards, and systems performance measurements.
Typically capital projects are managed as set of independent systems, with each stakeholder tasked with optimizing their portion of the project. The challenge is that this local optimization results in friction between the portions, adding cost and time to the project. Projects need to be managed as a single system, optimized at the project level. Projects managed successfully at a systems level achieve cost savings ranging from 10-20% and time savings ranging from 15-30%.
RisingTerrain supports project owners and their stakeholders with strategic workflow planning to design into the plan time savings and organize the project for greater construction productivity. We teach coordination, alignment, and collaboration skills to project team members to support client objectives.
Our approach is developed on a foundation lean design and construction practices, enhanced by our project work and research studying systems optimization and collaborative team learning and performance.
“The methods that Tom and his team brought to our Mentor Hospital Leadership team were great. It was an effective and challenging way for us to think outside of the box, really open up and be honest with one another and to build strong relationships at the leadership levels. This was then carried onto the rest of the project team making for a great working relationship throughout the project.”
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