In a time when we rely so heavily on innovation and technology to support a predictable project schedule, have we lost sight of what strengthens a team, and what’s really needed to make that deadline when push comes to shove?
With over 20 years in the industry, I’ve had the opportunity to work on larger-scale projects around the globe — from Ireland and Canada to Kazakhstan and the Americas. In roles ranging from instrumentation technician to commissioning manager, I’ve witnessed major advancements in project execution technologies. Innovations like building information modeling have improved collaboration through digital design, while augmented reality enables remote experts to support on-site teams in real time. Meanwhile, AI and IoT are transforming predictive maintenance by identifying issues before they occur.
All these advancements are no doubt a welcome reprieve from numerous obstacles faced during the project lifecycle, but in my experience, none of this can be successful if there is no trust within a team. I’ve been exposed to both negative and positive team cultures, and the effects of both can have a dramatic impact on the success of a project. Having come from a background of predominantly integrated teams — where contractor and client align under a "one team" approach — I’ve found that the early stages of formation require extra attention to ensure a fast and effective integration.
With commissioning schedules often under tight deadlines, and time being essential to build trust, the more time a team gets together, the better a chance the project has for success. The only way to achieve this is by the early introduction of commissioning resources, ideally at the design stage or initial planning stage at the latest. This early adoption allows for opportunities in schedule efficiencies, data validation and digital work pack generation leading to cost savings, not to mention team development. Too many times, I’ve seen material disruption caused to a project’s schedule because of delays in the mobilization of commissioning personnel. In turn, I’ve also seen the benefits realized in the acceleration of major milestone dates, in what can only be attributed to the early presence of a commissioning organization.
This extended duration was accessed at a critical stage before site execution, which leads me back to my first point — trust. By the time this integrated team expects to receive their first mechanical completion, each member has a clear understanding of the role they play in achieving startup and the plan that needs to be implemented to do so. One might argue that the cost of establishing this team prior to the availability of scope in the field is premature and unnecessary, but experience has taught me that time and money spent at the beginning of a project is significantly cheaper than time and money spent in delays at the end.
While the latest tools and software are essential, it’s people and teams that ultimately deliver projects on time. The value of trusted, collaborative relationships can’t be overstated. I’ve had the privilege of working on integrated commissioning teams and witnessing the power of true synergy. When a team reaches a level of deep trust, they go beyond Tuckman’s "performing" stage and achieve results once thought unattainable. Under pressure, with tight deadlines and compressed schedules, these teams rise above and deliver more than the sum of their parts.
I’m in no way intending to downplay the significance of recent industry developments. But should we ask whether the age of digital innovation has, in some ways, reduced our reliance on human capabilities? And if so, has it indirectly hindered our ability to build trust within a team? With that said, I’ve learned to never underestimate the application of effective team cohesiveness built on the fundamentals of trust and respect and I will continue to emphasize its importance as we navigate this ever-changing environment of project execution.
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