Capital project management training has fallen through the cracks. The path to leadership remains woefully unclear, and that should worry us all. For if we’re not entirely clear on what it takes to become a capable capital project manager, is it really any wonder that most major capital projects are unpredictable, late and over budget?
Now, more than ever, capital project leaders need a comprehensive understanding of capital project delivery models, and they need to master Predictability Thinking to succeed. Here’s why.
Process industry organizations spend between 30 and 65 percent of their budgets on small, site-based projects that ring up at less than $10 million. If we’re want to transform the capital projects industry, we can no longer ignore revamp strategy. Here are four critical complexities to consider.
Not every capital project is undertaken by an experienced cadre of professionals working in an organization that was designed to execute challenging, multifaceted construction projects. Here’s a guide to capital project management for companies that will only every build one facility.
Tactics are not enough to solve the problems we’re facing in contemporary capital project management. We need principles. More to the point, we need to adopt principle-driven Advanced Work Packaging for capital projects.
To harness growth, make a meaningful investment in your project management capacity. Here’s how.
How to stop a reactive, fractured schedule and unclear accountabilities from sabotaging your petrochemical capital project.
The people you hire first on a megaproject are your best bulwark against failure, and a risk-mitigation paradigm is key.