RT-405
RT-405_Leveraging Culture and Behavior to Drive AWP Success
Objective and Essential Question
The objective of this project is to identify ways to develop cultures and behaviors that are expected to drive effective and consistent implementation of AWP. The outcomes of the project should provide insights, or even structured methods, to change an existing culture and existing behaviors in an AWP context. The learnings should be, in principle, also applicable to the implementation of Lean practices and any other project execution practices, in general.
The primary question to be addressed in the study is: How could capital project organizations leverage organizational culture and behavior to drive AWP execution effectiveness and consistency?
Secondary questions that may be addressed include:
The outcomes of this project should help organizations to realize faster, more effective, and consistent adoption of AWP and Lean best practices, enabling their internal teams to better collaborate and innovate, and allowing their employees and partners to enjoy the project benefits this will deliver. Another benefit may be the identification of ways to make this culture and behaviors more persistent across multiple projects, rather than lost after project completion. This development would allow benefits to be extended to other projects more consistently.
Launched 2022
Objective and Essential Question
The objective of this project is to identify ways to develop cultures and behaviors that are expected to drive effective and consistent implementation of AWP. The outcomes of the project should provide insights, or even structured methods, to change an existing culture and existing behaviors in an AWP context. The learnings should be, in principle, also applicable to the implementation of Lean practices and any other project execution practices, in general.
The primary question to be addressed in the study is: How could capital project organizations leverage organizational culture and behavior to drive AWP execution effectiveness and consistency?
Secondary questions that may be addressed include:
- What are the attributes of a highly desirable culture for organizations executing AWP projects? What can we learn from other industries?
- What are key attributes for effective change seen in projects that are implementing enhanced practices – either in AWP or Lean organizations?
- What are typical challenges to overcome in pursuing organizational culture and behavior change?
The outcomes of this project should help organizations to realize faster, more effective, and consistent adoption of AWP and Lean best practices, enabling their internal teams to better collaborate and innovate, and allowing their employees and partners to enjoy the project benefits this will deliver. Another benefit may be the identification of ways to make this culture and behaviors more persistent across multiple projects, rather than lost after project completion. This development would allow benefits to be extended to other projects more consistently.
Launched 2022
Roster
Chair
Fernando Espana, Construct-X, LLC
Vice Chair
Francis Bindel, Chevron
Members
Areej AlHulwah, Aramco Services Company
Sanjaykumar Davda, Larsen & Toubro Limited
Valerie Di Veglio, Consolidated Edison Company of New York
Chuck Mies, Autodesk, Inc.
Robin Mikaelsson, AWP University
Lloyd Rankin, Group ASI
Scott Reinhart, Black & Veatch
Chad Roesti, Technip Energies
Thom Sinkovic, ExxonMobil Corporation
Alex Stewart, Hargrove Engineers + Constructors
Francis Valencheck, Wood
Academic
Behzad Esmaeili, Purdue University
Franki Kung, Purdue University
Student
Dante Bruno, Purdue University
Hyewon Seo, Purdue University