not as a project
ownership of outcomes
successful
leadership is required
Project leadership
The performance of large EPC projects has been historically poor and prone to overruns despite extensive research, literature, and practice.
Previous work has analyzed why these projects have deviated from plan, and many root causes have been identified, largely around the issues related to systems, process, and technical mastery.
However, we believe a critical element for successful large project delivery has so far been neglected: specifically the “soft” issues of project delivery such as leadership, organizational culture, mindsets, attitudes, and behaviors of project owners, leaders and teams.
Efficient collaboration of the multiple parties involved—across design, construction, the stage-gated approach, project controls and performance management, as well as costing and estimation, are widely disseminated in EPC Project Practices.
Setup
- Define purpose, Identity and Culture
- Assemble the right team
- Carefully allocate risk and align incentives
- Work hard on relationships with stakeholders
Delivery
- Invest in the team
- Adopt forward looking performance management
- Ensure timely decision making
- Drive desired behaviors consistently