Why contractors are still getting it wrong
I have been reflecting recently on the adverse experiences of construction businesses that seemed to be going along nicely thank you, but which subsequently crashed and burned. The sad story behind the apparently invincible Balfour Beatty is just one high-profile example.
It is just too easy to blame ‘poor project management’. The real reasons go deeper, and are actually simpler.
Inadequate project management is just as often cited as the causal factor behind problems with IT implementations, or business acquisition integrations. I have my fair share of ‘scars on my back’ in each of these areas (the kinds that you don’t forget in a hurry), but just blaming poor project management is a kind of generic cop-out that sends people running after the holy grail of perfect process, but misses the point that makes the difference.
In the competitive market of construction, the issue is not just to have good skills in project management. Most contractors already do. The issue is focusing your organisation on the specific kinds of project management challenges that you are good at, those where you can profitably compete in comparison with everyone else.
How effectively is your organisation choosing where it competes? See my recent article in Construction Manager for more: CM Article – June 15