Human Performance: The Hidden Lever for Project Success
Chuck Centore | President of PM&E
In high-stakes industries like energy, aerospace, and healthcare, human performance is the linchpin of success. From major capital projects to real-time operations, even small misjudgments can cause delays, cost overruns, or catastrophic failures.
Human bias subtly undermines quality decision-making and how resilient systems provide the adaptability needed to navigate uncertainty. Now, let’s bring these ideas together—because at their core, human performance, cognitive biases, and system resilience are deeply interconnected.
The Science of Human Performance
Human performance is shaped by cognition, physical readiness, and organizational systems. Studies show that memory limits, cognitive biases, and stress can impair decision-making. Fatigue alone has been linked to significant performance declines, similar to alcohol impairment.
One of the biggest threats to human performance is cognitive bias—the unconscious shortcuts our brains take that distort judgment.
Overconfidence bias – Assuming we are less prone to error than we actually are.
Confirmation bias – Seeking information that reinforces our assumptions rather than challenging them.
Status quo bias – Resisting necessary changes due to comfort with existing methods.
These biases impact everything from project planning to risk assessment, often leading to missed warning signs and flawed decision-making.
Resilience: The Safety Net for Human Limitations
The solution isn’t to expect flawless human performance—it’s to design systems that support humans and compensate for inevitable errors.
Absorb disruptions without breaking – Flexibility and redundancy allow for adaptation.
Scale beyond their designed limits when needed – High-performing organizations plan for the unexpected.
Recover quickly when errors occur – Building rapid feedback loops ensures small mistakes don’t spiral into major failures.
High-performing industries integrate both bias mitigation and resilience-building strategies to improve human performance.
Lessons from High-Reliability Organizations
What separates high-reliability organizations from others? They apply five key principles:
Preoccupation with failure – They anticipate errors and address weak signals before they escalate.
Reluctance to simplify – Instead of quick fixes, they dive deep into root causes.
Sensitivity to operations – Frontline workers’ insights are valued and acted upon.
Commitment to resilience – Systems are built to detect, contain, and recover from errors.
Deference to expertise – The most knowledgeable person in a situation, not just the most senior, leads the decision-making.
These principles, alongside structured Human Performance Improvement (HPI) frameworks, drive operational excellence. Tools like pre-job briefings, peer-checking, and structured communication protocols help reduce human error.
Applying Human Performance to Major Projects
In major capital projects, delays, cost overruns, and safety incidents often stem from human and organizational factors. Companies that proactively integrate human performance strategies—through robust Project Management systems, operational readiness training, and systematic knowledge transfer—see smoother startups and fewer safety incidents.
By identifying and countering biases while engineering resilience into systems, project leaders can significantly improve outcomes.
The Bottom Line
Human performance isn’t just about individuals—it’s about how organizations design systems, support teams, and foster a culture of continuous improvement. When companies invest in human performance, they don’t just prevent failure—they create a foundation for sustainable success, operational resilience, and high-performance project delivery.
How does your organization integrate human performance, bias awareness, and resilience into daily operations?
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