The majority of objections are linked to cultural mindset factors.
She knows there will be resistance and thinks we’ve got to start thinking about things to be able to combat issues like old thinking, processes, contracts, scopes, and procurement methodologies.. “We've got to be able to highlight the dissatisfaction, show people there's a potential vision up.Nobody changes unless there's something better on the other side,” she says.
“But we should be able to show them there's something better.”.The owners want all of this, but the general contractors tell them it isn’t possible.They can’t tell them the concrete steps of action after the vision.
They should figure out how to get those owners what they want, Marks says, and the owners need to be willing to take on some risk.They need to collaborate.
“Just because you push risk onto somebody else doesn't make risk go away.
We have to start opening up our eyes and stop pushing down responsibility onto somebody else.Key interactions.
The critical chain ran through Integration Strategy (1.)and Design Sprint (2.).
The actual tasks for Integrating Strategy were very tricky to tie down.This included understanding the design space which would bring together modular design coordination between process blocks and utilities, whole plant build sequence, process scale and duplication; and the evolution of the ‘platform’ that would meet the business needs in the future.