Project Delivery Strategies
Without question, virtually every A|E|C business cares deeply about its projects and getting them “right”. PSMJ’s observation, from studying hundreds of design firms around the world, is that very few really know how to do all of the things that make that magical difference between a brilliant outcome and a “good” outcome.
The best firms DO know, and they turn out star performances on project after project. Under the four headings below, we look at some of the key aspects of how these firms do it – and how they recover when something goes wrong.
Performance Assessment
Take the guesswork out of assessing the performance capability of your people, particularly for predicting how well they are likely to do in a different role, and where you are interviewing candidates for senior roles.
Custom Performance Coaching
Every design practice is different, in many ways. It’s the “sum of its parts” – most operating as intended, but some faltering in their ability to deliver results as intended.
PSMJ is often asked to lend a hand to help lift the performance of these lagging areas. Our experience is that they are unique to a practice, and usually require a carefully tailored combination of support, coaching, and skill building.
Owner | Developer Delivery
Project developers and owners deal with the same opportunities and constraints as the architects, engineers and project managers that help them achieve their desired outcomes.
However, the perspective is different. Accordingly, projects work best when these different perspectives are coordinated, and there is an open, frank partnership spirit with common goals.
That partnership really works when each “side” understands the perspective of the other, and both work together to overcome obstacles, minimise risks and maximise opportunities.
Project Rescue
Sometimes projects “go south”, “belly up”, or otherwise become mired in catastrophe. Often, those closest to it do not see the coming train wreck, and just hope it will be all right in the end.
The causes are always complex and are usually founded in bad decisions made early in the project. The outcomes: Broken budgets, blown schedules, and unusable projects and/or lawsuits. Nobody’s fault, and everybody’s fault.
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