Recently, while I was outlining what I view as the 3 key influences on project delivery performance – Value Alignment, Team Effectiveness, and Production Management – my focus on Value Alignment was admonished for being too conceptual, too “soft.” It was suggested that what people really want to hear about are concrete actions and activities – processes and tools that they can sink their teeth into. I countered that there is nothing soft or fluffy about the creation of value alignment when it comes to project performance – I am not referring to value in the context of what we hold dear but value in delivery of project outcomes. Read more
When I started my practice, Continuum Performance in 2010 it was, quite frankly, a self-serving enterprise – a passion that I had to help teams be their absolute best and to help individuals achieve exceptional outcomes as part of something larger than themselves.
The company was based on the premise that there are a number of performance “continua” that exist within capital project delivery that can be exploited to realise these lofty ambitions:
- Delivery performance continuum— Extends from the owner’s performance objectives for the project right through to the day-to-day work execution activities.
- Developmental performance continuum–Extends from conceptual design through design and construction and right up to commissioning and operational handover.
- Business performance continuum–Links owners’ realisation of their goals for return on capital investment with delivery organisations achieving their growth and profitability objectives.