Successful project delivery systems must do three things: 1) develop and deploy people into the right roles, 2) provide clear expectations for the work required, and 3) establish the governance model for how major decisions will be made.
Firms are increasingly relying on mergers and acquisitions to grow their businesses, and the best implementations run seamlessly through the pre-close, mandatory, transition, and maturation phases. At the end – original objectives are met, employees are energized, and best practices have been identified and embedded across the enterprise.
Unanticipated events are common in major projects – arresting them early requires skills beyond safety and risk management programs. The HRO (Highly Reliable Organization) principles developed by Kathleen Sutcliffe and Karl Weick represent the most advanced thinking in this area – and are relevant to every team.
Today's relentless pressure to do more with less requires a 4-dimensional plan: 1) simpler, lower cost project concepts,
2) better market understanding and supply chain strategies, 3) leaner, more efficient organizations, and 4) intense risk and performance management.
TRANSFORMING COSTS AND EFFICIENCY
The front end of projects is the “value creation” stage. Properly handled, this stage ensures that the opportunity is fully characterized, external and internal drivers are managed, a complete suite of options are evaluated in a robust way, the best alternative is chosen, and stakeholders are fully aligned.