Elevating Construction Productivity

PIP increase productivity in the construction industry

  • In the last 60 years, construction has had the lowest productivity gains of any industry, with less than 10% of projects completed on time and in budget
  • Through extensive coaching at all levels, we embed a culture focused on driving performance rather than managing progress to bring projects in ahead of schedule and under budget
  • A recent megaproject delivered a $2.6bn improvement in materials management and approvals alone ($24bn venture), plus avoided a 350-day delay


Approach

We work side-by-side with our clients to create and embed an optimised project management ‘ecosystem’.

Construction productivity approach

 

Real results that last

Doubled earthworks movement by improved planning and collaborationResults chart

Value proposition

  • Conduct a diagnostic to identify the ‘size of the prize,’ the biggest opportunities and priorities, and what is required to achieve the targeted improvement
  • Build an integrated project team to deliver a high-performing asset that starts first time and meets ramp-up targets
  • Establish reporting, norms, and capabilities to manage the project effectively and safelyConstruction productivity value prop

Don't ask us, ask our clients

Thank you for the contribution to project management methodology implementation in our company, and for the knowledge that Partners in Performance transferred. A special thanks for the help in advocating the value of project management, establishing of the War Room process, evaluation of staff capacity for planning activities, implementation of the reporting process, motivating curators to collect and provide data, and rate tracking and commuting requirements in orders. Many principles and approaches will be implemented and transmitted to other projects.
Head of Project Planning Unit, Large Chemical Company
We went from infrequent, long, unfocused meetings to ones that are now short and concise. Supervisors see the benefit because they get what they need – clarity around their job, the people and the equipment they need, and maintenance gets the cues they need to prioritise their support. I see the relationships really building between the supervisors and engineers, and that cooperation is vital to the success of our project. Great impact!
Construction Manager, Large Australian Mining Company
Managers are saying "I wish I had these tools when I started"! This has been a springboard for people to communicate what 'good' looks like. The language in project teams has changed towards the EPCM; managers are now telling EPCMs: "you should be accountable".
Project Controls Manager, Global Mining Company
Visibility and understanding of construction issues and performance measures, both at the worksite and all the way through the organisation, have enabled effective performance management as well as frank, fact-based discussions with the contractor around performance improvement needs. I'm pleased to say all teams have responded and the project has turned a real corner towards on-time completion, as the performance metrics clearly demonstrate.
CEO, Large Asia-Pacific Energy Company


Want to learn more?

Construction projects may have monthly contract reporting in place, but few have structured performance or productivity management processes. Partners in Performance works with management, engineering, and front-line construction teams to guarantee the right conversations happen every day and at the right level, to ensure that decision-making is prompt and well informed. The result? A high-performing asset delivered on-time and under budget.


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