How to Increase Performance and Productivity of Your Capital Projects w/ Stephen Mulva

How to Increase Performance and Productivity of Your Capital Projects w/ Stephen Mulva

Dr. Stephen Mulva Director of CII, an Organized Research Unit of the Cockrell School of Engineering at the University of Texas at Austin. His current research projects are focused on the performance and productivity of capital projects in most sectors of the modern economy.

In addition to his responsibilities at CII, Stephen teaches graduate courses in Construction Engineering and Project Management at the University of Texas. Before coming to CII Stephen taught Construction Management at Texas State University. He has held industry positions at Fluor, Bechtel, Phillips Petroleum and as a project management consultant for ePM.

In this episode we discuss CII’s latest Conference in August 2017 and we review what Stephen spoke about, particularly the benefits of flattening the supply chain, Stretching the dollar and shrinking for agility.

We further discuss the interdisciplinary research that CII is doing about the current business model of construction. We dig deep into the current operating system on which the industry works and most importantly how it can be transformed with key elements of a new OS called Operating System 2.0 AKA OS2.0.

You can find Stephen Mulva at:

Stephen Mulva’s Biography on CII’s Website

Resources:

Music by: Epic Music Supervision

Constructrr.com/ep42

About the author, Brittanie

Construction Management professional and enthusiast. I'm always researching ways to positively impact the construction industry by implementing best practices and innovative ideas, and implementing collaborative approaches.

1 Comment

  1. Sandy Vasser on 11/21/2017 at 5:49 PM

    At the core level for engineering, we have been following the same processes and procedures but expecting different results. All of the data management tools help but they mask the real problems. Simply improving the efficiency of the historical processes and procedures is not enough. We have to challenge every process and procedure and eliminate what is no longer necessary, simplify what we must continue to do and automate everything we can. Until we challenge every process and procedure, we will only make small incremental improvements at best. We used to think that if we took the industry’s best practices, perfected those practices, documented those processes, ensure consistent application of the practices and audit to ensure the practices were followed, we would be successful. We completed projects but we had to go to extraordinary measures which were costly, resource intensive and time-consuming. We needed to be consistently successful without the extraordinary measures. We have to think completely differently and not be limited by the baggage, bias and burden of the historical practices.

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