Control Capability and Performance Success.

Research by Dr Rebecca Vine

In collaboration with Professor Paul Nightingale

University of Sussex

This research considers how performance is controlled within major programmes by harnessing collective knowledge to improve delivery capability. To do this we examine the role of control capabilities, technologies and project-based settings that create the conditions to steer major infrastructure programmes towards delivery success. There are two major themes:  

 Riskwork: The failure to manage risk in large-scale programmes and megaprojects has attracted intense policy and practitioner debate. Literature recommends rigorous early-stage planning. Once the contract is in place, the narrative of account-giving emphasises constructing audit trails to assure delivery commitments. However, this can lead to blame avoidance rather than mitigating risks. In this research we examine the link between accountability and the everyday management of risk. These concepts are elaborated in an intensive case study of the innovative risk management infrastructures underpinning the construction of Heathrow Airport. In this context the maintenance of performance involved risk management practices that moved beyond detecting and documenting variances from plan. Instead, reporting forums and technologies played an important role in brokering consensus towards which risks were deemed worthy of protection. Rather than static and standardised approaches to risk reporting, its ongoing refinement helped to condition attention towards which risks should be rendered visible and who might be held to account.

 Transforming Control capabilities: The complexity of large-scale projects often requires flexible and devolved approaches to performance management. Paradoxically, scale can lead to centralised demands for transparency and rigid mechanised models of control.  Although the project studies literature recognises the role of digital design technologies in providing a platform to adapt and co-orientate efforts, few have considered the role of project-based control technologies in shaping performance. This research draws together concepts from the philosophy of science, accounting and organization theory to examine the concept of performing and transforming reliability in complex projects. A detailed case is developed that will be used to make policy recommendations for accountability practice and the development of control capabilities.