Project value over corporate aspirations

Strategy is often framed in terms of how you win. But what does that mean? On large complex feats of engineering, you’re really competing against the clock—and against uncertainty. To manage that uncertainty, you need to assess and mitigate your project’s risks.

When we see a client’s project risk register, it’s typically weighted towards technical risks. But across 220+ projects we’ve been involved with, engineering isn’t usually the problem. It’s things like management interfaces—up and down the value chain, and across locations—that erode profit margins.

After a project failure, however, executives often state an aspiration to transform the way the organization does projects. But for many, projects aren’t their core business. We believe they’re wasting money and effort trying to raise their game across the whole company.

That’s why we promote ‘project value over corporate aspirations’. Look after project value and the aspirations for greatness will take care of themselves.

When we see a client’s project risk register, it’s typically weighted towards technical risks. But across 220+ projects we’ve been involved with, engineering isn’t usually the problem. It’s things like management interfaces—up and down the value chain, and across locations—that erode profit margins.

Assess the level of your project’s challenge and ask if you have the project risk maturity to take it on. If not, make this specific project resilient by identifying the right risks and assembling the right project team. We can help with both aspects.