Capital project leadership and day-to-day management is an emerging area of study and one of the most important topics we cover here at Velocity. In our Capital Projects Archive you’ll find articles aimed at helping leaders and managers get results, whether that means adopting new technology, revisiting the org chart, or shifting your operational paradigms.
Our industry doesn’t understand change. We haven’t invested in understanding what it takes to make change happen, and we don’t even agree on what factors improve results and outcomes. In this article, Olfa Hamdi explores five key roadblocks to transformational change in capital projects, with the hope that, together, we can begin to dismantle them.
If you’re at the helm, your ability to understand and apply these two key capital project principles could be the difference between success and failure.
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.
Capital project costs can be a powerful diagnostic tool. From the very outset, they can help you understand whether you’re on track to deliver your project on-time and on-budget. Here’s how.
Discover how your org chart and contracting strategy are undermining predictability — and how you can fix them.
How do you make engineers more productive? The best answer we’ve found can be summed up in just two words: Deep Work. This groundbreaking concept, pioneered by professor and author Cal Newport, posits that high quality work is a function not just of time spent, but also level of focus. For capital projects, add competency as well. Get the formula »