Contrasting approaches to quality and safety in two mega-projects

I want to tell you about two major capital projects that share a few things in common and also have significant differences.

Both capital projects are in the pre-front end engineering design (FEED) phase with billions in total installed cost. They also involve joint ventures and contracting strategies, likely to be based on a fixed price. They face challenging cost hurdles and tight timelines through FEED and execution. Moreover, they both have a global supply chain, global engineering, procurement, and construction (EPC) contractors, fabrication yards, and licensors. Finally, they have world-class standards and requirements for capital project safety and the environment. However, the way these two capital projects approach safety and quality is vastly different.

Project A is already in a schedule-driven mode, with people complaining about silos and no time for coordinated execution meetings. The project team prioritizes schedule over safety and quality, and the reality of day-to-day execution is that “Safety First” is only a slogan. Tensions in the project management team are regularly on display, with visible disagreements among key managers, long email strings without resolution, and distracted managers disrupting important meetings by taking mobile phone calls.

In contrast, project B takes the time to gather execution contractors, licensors, and line managers to align on what’s most important to the joint venture and the project and what would be a win-win for all. The leaders began with a commitment to extraordinary safety performance that calls for beyond-business-as-usual leadership, contracting, engineering, and more. The capital project team identifies the largest hazards and risks and inspires cross-company and cross-discipline teams to eliminate them. Addressing safety proactively drives capital project planning and future performance, rather than weighing it down with burdensome requirements.

A forward-looking approach to quality comes to the fore in Capital Project B. Instead of “inspected later,” early engagement of licensors, fabrication yards, and subcontractors in the design is underway. Company general managers share their respective lessons learned, requirements, and ideas for preventing delays, errors, design flaws, and construction accidents. As supply chain and construction risk go down, so does total cost.

Project B also engages off-project “functional” managers in discussions of safety and risk. The discussion begins on a personal note: “What does safety mean to me, as a father, brother, son, mother, daughter, or sister?” This relevance then infuses their conversations as professionals overseeing policy, requirements, long-term resource planning, and budgeting.

Mega-projects these days are more complicated and global in scale and need to be even more competitive. Capital Project B addresses these challenges head-on by inspiring proactive, committed leadership. By calling for owner-licensor and contractor integration, seeking innovation, and putting safety, quality, innovation, productivity, and the environment at the forefront of their quest for business success, project B is setting a new standard for safety and quality in mega-projects

At JMJ, we are pleased to be leading “Start Strong” efforts with project teams on four continents currently, supporting projects in Pre-FEED, FEED, and in EPC (construction). Contact us to learn more.

This article was first published in April 2023 and last updated in March, 2025.