Retrospective, forensic-based project controls systems are no longer effective with Today's increasingly complex and faster-track projects. Bureaucratic and sluggish systems using trailing indicators often elongate the resolution of project issues and often obscure them. Duration-based costs represent a substantial portion of project costs, so any time lag in identifying trends and getting credible information to decision-makers increases the chances for an adverse outcome. Even with timely information, staff may be deceived into making poor decisions, with confidence, due to discrepant information. This is exacerbated by the present-day skills and experience gaps due to an aging demographic. This has prompted many to implement "management by rule" approaches, attempting to "check" quality into work products. This disengages many bright minds who then become mechanistic, propagating more quality issues. This paper discusses the four dysfunctional O's within project organizations that allow project failures to perpetuate. This evolved "Best Value Performance Measurement" [1] execution approach utilizes focused and engaged personnel backed by consistent and responsive processes that deliver cost and schedule certainty through a more objective risk centric, value-driven strategy.
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