Delivering Critical Infrastructure Programs: 4 Ways to Build High-Performing Teams

Major projects and programs are large complex multi-problem-solving endeavors, which are increasingly required to efficiently address the risks associated with our aging infrastructure, changing societal needs and the multi-faceted challenges of a changing climate. These major projects and programs require a blend of local knowledge and global expertise across a large variety of skill sets.

At Jacobs, we're committed to investing in the communities where we live and work, and this means partnering with diverse teams of local small businesses that complement our expertise as well as other large organizations that increase the value we can provide to these communities. The formation of these large diverse teams from multiple organizations offers a lot of benefits but also represents a challenge: How do you bring these people together to efficiently solve the infrastructure challenge?

These teams are often formed of hundreds of individuals that need to come together and start working in a very short timeframe, often drawn from people that have not worked together before and from companies that may traditionally competitors. I believe there are four core components to overcoming this challenge and quickly building a high performing delivery team: structure, alignment, behaviors and connection.

A delivery team can be functional with just some of these component parts, but it's only when all four are brought together and are fully developed that you will achieve the high functioning team capable of delivering a major infrastructure program on time and on budget.

1. Structure

Having a clear structure and framework for your new team to work within is fundamental. Team members need to understand their individual roles and responsibilities and the roles and responsibilities of those around them, they need to understand the structure of your new, temporary organization including clear delegation and governance to facilitate quick and efficient decision making and risk escalation at the appropriate level. As with any delivery project, the structure must be supported by a robust baseline schedule and budget that is adequate to meet the scope. With this holistic structure in place team members have what they need to perform their individual roles.

1. Alignment

Successful teams need a common identity and common goals to ensure they are working collaboratively and without conflicting agendas. To achieve this a program mission and goals should be developed, and where necessary included in contractual documentation, with associated measurable performance management metrics. Where forming a team through multiple contracts it can also be advisable to incentivise the parties against the achievement of these common goals.

1. Behavior

Considering a team is bringing together individuals from different organizations with different philosophies and cultures, the convening organization must create a safe environment where everyone feels equally valued. Team members should be engaged in the process of developing a set of values for how they work together, creating individual investment in working to these values and feeling part of one unified program organization.

The psychological safety and belonging necessary for a high performing team can only be achieved if the program leadership model and exemplify the agreed values of the team.

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