Engineering engineers.
Procurement procures.
Construction builds.
Commercial manages contracts.
Project controls measures performance.
Yet many major project failures do not originate inside those functions.
They originate between them.
At the interfaces.
A design decision reaches procurement too late.
A vendor requirement never reaches construction.
A commercial commitment is not reflected in the execution plan.
A field constraint is discovered after engineering has already frozen the solution.
Each team may have performed correctly within its own boundaries.
The project still suffers.
That is the nature of interface failure.
Complex projects are not collections of departments.
They are interdependent delivery systems.
The strength of the project therefore depends not only on the competence of each function, but on the quality of the connections between them.
Clear scope boundaries.
Defined handovers.
Visible dependencies.
Owned interfaces.
Timely decisions.
Shared understanding of the objective.
The larger and more international the project becomes, the more important this gets.
Different organisations, countries, contracts and cultures multiply the number of interfaces.
And every unmanaged interface creates a potential execution gap.
Execution Integrity™ therefore protects what happens between the boxes on the organisation chart.
Because that is often where reality is created.