Speaking to your question on construction companies ability to complete projects on schedule -- Inefficient structure, more specifically human resource inadequacies, may be the most apt description of what causes missed schedule and financial targets.
It's important to understand that the construction industry is a well trained, but poorly educated workforce. That translates to a lack of comprehensive planning and foresight. The better companies have solved this problem by identifying individuals with the right mix of "global thinking" and field experience and charged them with managing projects.
Lesser companies still win work (especially during economic boom times) and, as there are so many, serve as a constant reminder of how straightforward projects can go awry.
Absolutely. This article speaks to the immense advantage of a 3 or 4 decade player in local markets / governments.
Contracts with $200,000/day early completion bonuses are not handed out to everyone. While they may be "hard bid" by dozens of contractors, preferential treatment is accorded to those with relationships.
If you're that guy AND you landed the contract, your decision to raid manpower from other local players is as straightforward as they come.
Great bio on a man who seems to have mastered the tenets of charismatic leadership that are crucial in the male-dominated construction trades where everyone is looking for a role model.
This will not be surprising to most, but it's not C.C. Myers at 76 years old building these projects. It's his field personnel -- Superintendents, Foreman, Apprentices, etc. The secret sauce is the on-the-ground leaders and their adherence to business process to get results.
Of course this was not discussed in the article, and as a result, renders moot discussion of performance improvements based on his means & methods.
It's important to understand that the construction industry is a well trained, but poorly educated workforce. That translates to a lack of comprehensive planning and foresight. The better companies have solved this problem by identifying individuals with the right mix of "global thinking" and field experience and charged them with managing projects.
Lesser companies still win work (especially during economic boom times) and, as there are so many, serve as a constant reminder of how straightforward projects can go awry.