Article initially published at Velocity Quarterly
Today, leading capital project managers understand that getting things done on-time and on-budget means being in order like the myriad of gears inside a Breitling pilot’s watch; if everything is not precisely aligned, the whole thing grinds to a halt. In practice, achieving this type of precision is called integration and it looks slightly different for each project. Technically speaking, integration can cover the office and field operations, the flow of information, contracts, project controls and plain stakeholder business and technical interests. In the linked article, we take a look at four key steps to building the kind of integration required for success on the modern capital projects we run today. The linked article is also the first in a series that examine how leading companies achieve comprehensive integration of the overall project delivery system.