Imagine you are the director of a new opera house. The opening concert – you could hear the famous pin drop in a sold-out house. The audience’s expectations are high. However, the orchestra cannot find a common tone and cannot cope with the acoustics of the new hall. Even the rehearsals were difficult because orchestra members were replaced, and some musicians were given new instruments. It has not yet been possible to perfect the ensemble playing for performance. The first performance is therefore a disaster. The disappointed audience then studied the competition program, and many seats in your auditorium remained empty at the following performances. Too bad, you had hoped for a better start.
How gratifying it is, on the other hand, when it is possible to move on to the trial and finally the production phase in an orderly fashion. This is no different with a construction project – which is why the start of production after the construction phase deserves appropriate attention.
An artistic director is measured by whether the auditorium is regularly full, whether customers are served on time, and whether the operating concept is right – or not. To be successful, you have to put together the program and the team, equip the team, and make sure that it is well-rehearsed at the premiere, and that the performance is perfect. Now you are not an artistic director, but responsible for a complex construction project.
Good preparation is essential to achieve these goals. All aspects of the production process must already be taken into account in the project definition (URS) so that they can then be incorporated into construction planning, the design of the operating facilities, personnel management, and logistics.
When dovetailing the production process with construction and plant planning, we involve everyone involved right from the start. This is the only way we can ensure that their experience is incorporated and that they can optimally prepare for the top performance in your project.
When the “hot” phase of the commissioning tests begins, we provide support with regular stand-up meetings (Agile PM), which ensure that open issues are identified, addressed, and dealt with as quickly as possible. Planners, contractors, suppliers, users and facility management work hand in hand like musicians, conductors, choreographers and artistic directors, if you will.
Do you think it never works because there are regularly too many discrepancies during the test phase? Help is at hand: take a look behind the scenes and discover our PMO tool. Armin Schenker will be happy to help you on +49 (30) 16 63 97 62.
