Figure 2. Note: TRL stands for “Technical Readiness Level”, a technology maturity scale developed by NASA in the 1970s. [10] Figure 2 – Understanding how the “phronesis” of the project team can impact ramp-up outcomes. This concept is perhaps best described by Ed Catmull, “If you give a good idea to a mediocre team, they will screw it up. If you give a mediocre idea to a brilliant team, they will either fix it or throw it away and come up with something better.” [11] 5.2 Designing for Successful Delivery / Early Engagement Capital project efficiency is enabled by designing with delivery in mind and embracing shared responsibility across the entire life cycle. Early engagement of contractors during design supports decisions that consider real-world pricing, supply chain realities, and constructability constraints. Early feedback from construction contractors can flag access, sequencing, or installation challenges before they’re built into the model. This approach shortens procurement cycles, reduces rework, and results in a design that’s technically sound, commercially intelligent, and build-ready. Project owners have and continue to embrace Advanced Work Packaging (AWP), which regiments construction planning in the early stages of a project and aligns engineering and procurement work packages to flow into construction work packages that contractors can use. With skyrocketing costs in construction, this approach should be considered best practice. However, the AWP must be aligned to the construction strategy and the capability of the supply chain and construction contractors available in the region. Great care must be taken when changing the strategy and management of change practices; they must be strictly employed or misalignment at the interfaces of engineering, procurement/contracts and management of construction will creep in. Errors in the delivery will inevitably be discovered 200
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