The sheer number of suppliers and contractors working on these projects—often dozens—makes a difference. While each of these suppliers and contractors has a defined work scope that is uniquely theirs, there are inherent dependencies between suppliers which can create frustration at best and schedule-busting delays at worst.
在这些项目上工作的供应商和承包商的数量非常之多，通常有几十家。虽然每个供应商和承包商都有自己独特的明确工作范围，但供应商之间存在内在的依赖关系，这可能导致蕞佳的挫折感，蕞坏的情况下也可能导致进度延误。
A third and endemic issue is the use of outdated methodologies in project ution, combined with missed opportunities to utilize new technologies to reduce and eliminate work. These inefficiencies and missed value-engineering opportunities add up to significant wasted expense in terms of engineering hours and materials, as well. Tens, if not hundreds, of millions of dollars could be saved on every project.So what is a C-suite to do … stop investing Not viable for any company wishing to remain competitive and drive growth.
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第三个也是普遍存在的问题是在项目执行中使用过时的方法，同时错失了利用新技术减少和消除工作的机会。这些效率低下和错失的价值工程机会也会导致在工程时间和材料方面的巨大浪费。每一个项目都可以节省几千万美元，如果不是数亿美元的话。那么，一个C-Suite应该做什么……停止投资对于任何希望保持竞争力并推动增长的公司来说都是不可行的。
“Top Quartile companies investing in new infrastructure need the certainty of projects delivered on-time, on-budget with lower cost and lower risk,” said Jim Nyquist, president of Systems and Solutions at Emerson Process Management.
艾默生过程管理公司(Emerson Process Management)负责系统和解决方案的总裁吉姆尼奎斯特(Jim Nyquist)表示：“投资于新基础设施的四分之一大公司需要确保项目按时、按预算、低成本、低风险交付。”
Eliminating cost is simply about engineering better value from every dollar spent. It comes in several forms: Three requirements for successful projects going forward are: Cost Elimination, Complexity Reduction and the ability to Accommodate Change.Elimination of redundant or unnecessary workAutomating steps in the process to reduce engineering hours.Utilization of standardized technologies to reduce customization.
消除成本仅仅是从每一美元的花费中创造出更好的价值。它有几种形式：成功项目向前发展的三个要求是：成本消除、复杂性降低和适应变化的能力。消除多余或不必要的工作自动化过程中的步骤以减少工程时间。利用标准化技术减少定制、多余材料。
