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.
In an era when transactional costs consume 40% of the average capital project budget and billion-dollar cost overruns are not unheard of, it’s time to start learning from our mistakes.
The first step to capital effectiveness is better front-end definition If you take one thing away from this spring edition of Velocity® magazine, let it be this.
Why capital project managers should focus on predictability and disciplined collaboration above all else.
The only way to ensure that integration is done well is to allocate to it a unique budget with the deliverables, objectives, KPIs and digital tools to go with it. Liberate your project managers and give them the tools and teams they need to get projects done, on-time and on-budget.
Get total clarity and unrivaled project efficiency with a live, up-to-the-minute Project Execution Plan deliverable (PEP), hosted in the cloud.
A conversation with recently retired U.S. Army Chief of Engineers Thomas Bostick.
Leading capital project managers understand that getting things done on-time and on-budget means keeping people and teams working together from start to finish. Like the myriad gears inside a Breitling pilot’s watch, the many moving parts in your project need to be precisely aligned or the whole thing grinds to a halt. It’s not easy.
The challenges faced today by asset-intensive companies demand innovative solutions, including new approaches to standardization.
Project office costs are rising, whether the work is completed in-house or contracted out at home or overseas. In this short article, get six strategic ideas for improving productivity around project services and engineering.
Are you looking for technical superiority, or business superiority? When deciding which standardization efforts to sponsor, companies must give more weight to market factors than to technical factors, to improve adoption of the standards decision. That said, technical superiority needs to fit a business case, otherwise it becomes a burden.
Concord® Project Technologies Inc.
1900 S. Norfolk St., Suite 350, San Mateo, CA, 94403
P: 1-800-982-6609
