Culture change introduced to improve project outcomes
| From | To |
|---|---|
| Master–servant relationship of adversity | Collaboration towards shared goals |
| Fragmentation of design and construct | Integration of design and construct |
| Allow risks to take their course | Active risk management and mitigation |
| Meetings focused on past – what has been done, who is responsible, claims, and so on | Meetings focused on ‘How can we finish project within time and budget available?’ |
| Develop the project in response to a stakeholder wish list | Deliver the optimal project within the budget available |
| ‘Pay as you go’ delivery culture | Discipline of continuous budget control |
| Constructability and cost model determined by design team and cost consultant (quantity surveyor) only | Constructability and cost model developed with contractor’s insights |
| Short-term ‘hit-and-run’ relationships focused on one-sided gain | Long-term relationships focused on maximising efficiency and shared value |
| From | To |
|---|---|
| Master–servant relationship of adversity | Collaboration towards shared goals |
| Fragmentation of design and construct | Integration of design and construct |
| Allow risks to take their course | Active risk management and mitigation |
| Meetings focused on past – what has been done, who is responsible, claims, and so on | Meetings focused on ‘How can we finish project within time and budget available?’ |
| Develop the project in response to a stakeholder wish list | Deliver the optimal project within the budget available |
| ‘Pay as you go’ delivery culture | Discipline of continuous budget control |
| Constructability and cost model determined by design team and cost consultant (quantity surveyor) only | Constructability and cost model developed with contractor’s insights |
| Short-term ‘hit-and-run’ relationships focused on one-sided gain | Long-term relationships focused on maximising efficiency and shared value |