Critical success factors complex IT and construction projects
Supply Value has conducted research into critical success factors for complex IT and construction projects. This resulted in research into 46 IT projects and 44 construction projects through a survey and interviews with 6 experts.
Collaboration in the chain is becoming increasingly important for organizations. By entering into partnerships, alliances and partnerships, for example, companies can improve efficiency, improve the quality of service provision or, together with partners, work more effectively on innovation from a co-creation approach. From practice we see that companies increasingly collaborate collaboratively in order to better manage the complexity of strategic projects and their business environment and the associated risks. Despite the increasing attention and experience with partnerships, many partnerships still do not achieve the intended objectives, partly because they are generally complex projects.
The research focused mainly on the relational characteristics that play a role during the newly mentioned collaborative collaboration. The research shows that the examined variables, trust, commitment, involvement of senior management, common goals, competencies of the partners and performance satisfaction are all necessary for the success of a strategic IT or construction project. The results of this study are twofold. First, it has been scientifically proven why these variables are necessary for success. After which a practical model has been drawn up with clear action points for managers, how they can ensure that these necessary variables can be achieved for success.
A partnership is aimed at creating common value. Within a partnership, the relationship must be characterized by honesty and transparency. Both in the preparation and in the progress of the project.
One unambiguous objective
- Listen carefully to what the client needs (client specific assignments).
- Translate need for concrete objectives, the objectives for concrete solutions.
- Only start when everything is clearly on the table and you understand each other.
- Discuss what you do not agree with by honestly indicating what deployment area is.
- Be aware that if the diversity of interests is large, it takes a long time to reach consensus on this.
- Name the added value for the other party.
- If something takes a lot of time, it takes a lot of time!
- Ensure that the skills of employees in both organizations are in balance.
- Ensure professional cooperation, ie full conversational partners.
- Provide staff who are transparent and enjoy the substantive challenge.
- Ensure proper assignment of staff to the project and ensure that everyone's responsibilities are clear.
- Invest time and effort in the relationship, because of its long term nature.
- Make sure everyone is really up to speed with progress and send where needed.
- Immerse yourself in the qualitative progress and risk management of the project.
- Be involved as a senior manager as a sponsor.
- Do not leave the responsibilities to the customer.
- Realize that you yourself are also responsible.
- Choose the right partner, because you get what you ask for.
- You are only understood when the other person understands you.
- Give the supplier space based on his expertise
- Think in solutions, after a good preparation something will always change
- Changes to the scope result in a new project. Be honest and say goodbye if new project goal can not be realized.
- Risks and rewards must be in balance and the settlement model must be in line with the spirit of the contract.
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