毕马威-2017全球建筑业调查（英文版）-2017-44页.pdf

KPMG I governance, people and technology in the construction industryGlobal Construction Survey 2017Make it, or break itForewordTaking back control over projects Achieving change in a hesitant industry Over the past decades, owners and contractors have made considerable strides in improving the delivery of capital projects. We’ve seen a host of advances in the form of new construction techniques, project delivery strategies, and enhanced processes and controls for safety, risk management, budget, scope and schedule. But the industry’s overall performance during this period continues to tell a discouragingly different story, replete with a continued inability to increase productivity, raise performance levels and reduce project failures — a record that pales against the achievements in other sectors.KPMG’s 2017 Global Construction Survey — which reports the views of engineering and construction companies and project owners — reflects this apparent contradiction. More than 80 percent of respondents report confidence in their organization’s ability to deliver projects on time and within budget. An even bigger proportion (92 percent) say their systems produce timely and accurate project and portfolio reporting. Yet half admit that, in the past 3 years, adverse project performance significantly impacted their company — rising to nearly 60 percent for contractors. Additionally, just a quarter believe the industry as a whole has reached an acceptable level of performance in delivering capital projects on time and within budget. Which begs the question: Can we make the kind of step change needed to bring performance in line with stakeholder expectations? With the industry under threat from the inevitable disruption caused by innovative and agile outsiders, it’s imperative to swiftly address this issue. Missing links in the transformation story To achieve a step change in performance, engineering and construction companies and owners alike need to reimagine governance, people and technology. Currently, despite significant investment, the industry is not integrating these three performance drivers sufficiently. It’s not enough to address these components independently — we have to find new ways to make them work together in an integrated fashion. Our survey delves deeply into each of these critical areas to take a more holistic view of their impact upon project performance. Only by investigating and addressing these missing links can we attain the kind of improvements that other sectors have achieved. Standardization and optimization are worthy goals, but they are unlikely on their own to produce transformational progress. In the future, successful owners and contractors are likely to be those with a strategic vision that can expediently innovate and adapt, and cultivate a workforce and culture that embraces new technology while respecting the proven effectiveness of sound project management. In the following pages, we discuss how, by assessing, rationalizing and rethinking governance, focusing more on developing exceptional people, and creating a truly integrated digital strategy, we can start to make the kinds of changes that have thus far eluded us. We would like to thank all survey participants who gave their valuable time and insights to our latest annual Global Construction Survey.The moment of truthHow can the engineering and construction industry overcome fragmentation, external competition and inconsistent performance by reimagining its approach to governance, people and technology? © 2017 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.Geno is a Partner responsible for KPMG’s Global Engineering and Construction practice. He is passionate about construction and has invested almost 30 years into studying major projects and organizations — cataloging what executives do well, and applying ‘reverse engineering’ to failed or struggling initiatives. His experience encompasses hundreds of the largest, most complex projects and organizations globally, across virtually every industry. Geno leads a team of trusted professionals focused on guiding companies through stormy seas, and doing everything humanly and digitally possible to ensure successful projects. A strong advocate of insightful research and thought leadership, he has been personally involved in each of KPMG’s 11 Global Construction Surveys since 2005. Geno lives in San Francisco, California, US.Geno ArmstrongGlobal Sector Leader, Engineering and ConstructionKPMG International E: garmstrong@Clay leads the Major Projects Advisory practice for KPMG in the US and has over 20 years of practical experience and research, giving him a deep understanding of what makes projects and organizations successful. He has been at the forefront of efforts to advance industry。