Exceptional Projects and Methods of Improving Project Performance

This research indicates that re-engineering processes can significantly reduce project duration and cost. Fifty percent of all case studies demonstrated a decrease in cost with an associated decrease in schedule. Schedule reduction varies from 12 to 85%. (RS124-1, p. 6)

Safety was paramount on all of the case studies analyzed. Safety and quality were not compromised for decreases in schedule duration or cost reduction. In fact, safety awareness during exceptional project management was heightened to an extent that the safety performance was excellent in all case studies analyzed. (RS124-1, p. 7)

The variety of the project types and complexities represented in this study demonstrates that re-engineering is not limited to a particular type facility, sector, and driver. (RS124-1, p. 4)

While no single change was identified as a sole cause of reduction in schedule, these four categories had discernable impacts on project schedule. These top four change categories represent 70% of the schedule reduction the exceptional case study projects. (RS124-1, p. 9)

• Delivery approach/execution plan
• Engineer’s role
• Design process
• Procurement process

Companies cannot expect to implement only one or two changes and/or techniques and experience dramatic improvements in cost and schedule performance. Work process changes in each category rely on one another. More importantly, work process changes must be coupled with a set of non-measurable organizational changes that establish the environment for success. These factors can be labeled as “no fear” factors. They require owners, managers, and companies to change the way they have been doing business by relinquishing some amount of control, being dedicated to the process, and rethinking the construction process.

Reasons for resistance to change include soft, organizational, and tangible issues. Examples of each are shown below, but the detailed list is included in the research. (RS124-1, p. 13)

• Soft Issues – natural resistance to change, comfort with the status quo
• Organizational issues – culture, empowerment
• Tangible issues – liability, credibility