Delivery of capital programs involves a complex and dynamic integration of people, organizations, and systems. Breaking the silos that exist within projects and achieving a harmonious flow of work effort that exceeds value expectations (time, cost, quality, safety, functionality, form, and delivery experience) is a commonly sought desire. Unfortunately, unintended consequences of conventional project management approaches are the development of silos and sub‐optimization of efforts that compromise delivering what customers and stakeholders originally wanted or needed.
The moment the contracts are signed, participants (owners, designers, engineers, general contractors, design/build contractors, subcontractors, vendors, and others) set in motion forces that lessen their influence and control of the project.
* Owners want the risk of project execution to be with their designers and contractors.
* Designers and contractors cannot or will not carry all of this risk, so they transfer as much of the risk as possible to their sub‐consultants, sub‐contractors, and suppliers; and where possible back to the owner.
* Project contracts then attempt to protect each organization’s risk exposure and seek to limit interactions between parties for fear of losing control or a perceived advantage.
