CAPEX projects repeatedly face similar challenges – whether in early risk detection, fast-track phases, organizational change or the use of digital tools.
At the 4th Basel CAPEX Event, we had the opportunity to discuss exactly these topics with industry representatives. Alberto Reinders, Head of PMO at VTU Engineering Switzerland, moderated a panel discussion in which experiences from different companies came together and recurring patterns in CAPEX projects became visible.
The panel included:
- Christina Fueting, Project Director, Exyte
- Dirk Raubald, Sr. Director Maintenance, Facilities & Utilities, CSL Behring
- Blerim Shkodra, CPM, Sr. Director – Head of Capital Procurement EAME, Lonza
From the discussion, five key questions emerged that are critical for many CAPEX projects. The following article summarizes the central insights derived from them.
What common missteps push CAPEX projects off track and how can early warning signs be recognized?
Early indicators of cost or schedule issues often trace back to two fundamental factors: people and definition. Selecting the right resources – both on the client and planning side – is crucial. Although projects are delivered by teams, experience shows that in critical moments the contribution of a single highly capable individual can make a decisive difference.
Equally important is the quality of early project definition. Even seemingly simple decisions should not be rushed or made solely under time pressure. They must be informed, reflected and aligned. Weak definition at the beginning significantly amplifies risks later in the project.
Another clear warning sign is the softening of critical issues as they move up the reporting chain. When KPIs, risks or red flags are watered down, withheld or communicated hesitantly, governance is weakened, and higher-level support cannot intervene in time. Lack of transparency often drives projects off track; conversely, open and early escalation is one of the most effective measures for stabilizing troubled projects.
In summary: strong teams, deliberate early-phase decisions and full transparency are the most reliable safeguards against cost and schedule deviations – and the most effective levers to bring projects back on course.
How can fast-track pressure be aligned with sound definition and risk management?
It may seem counterintuitive, but tight time and budget constraints can actually help sharpen the project scope and strengthen disciplined risk management. This requires clear governance structures and a reliable flow of information across all project levels. This enables teams to make well-founded decisions even under significant time pressure. With an experienced partner who understands the client’s specific requirements – and with support across all levels of the organization – even demanding fast-track projects can be delivered successfully.
How do organizational changes affect projects – and how can teams respond effectively?
Clear definitions of roles and responsibilities – especially where operational work happens – help project teams remain stable during phases of change and ease transitions into new structures. In practice, however, the most significant impact of organizational change in CAPEX environments is often human in nature. Change frequently brings shifts in power, and true leadership character often becomes visible only when authority is redistributed.
This reality requires a sensitive approach: openly addressing boundary-crossing behaviors, maintaining trust and actively managing interpersonal dynamics – as these are often decisive for project success.
Why is it difficult to implement lessons learned – and what improves adoption?
The implementation of lessons learned rarely fails due to technical reasons; the challenges lie in cultural and organizational patterns. Methods are usually not the problem. The real difficulty is questioning established habits and confronting uncomfortable truths.
Adoption improves when teams actively promote self-criticism, openly acknowledge what is not working and develop the discipline to change long-standing behaviors. It is less about new tools or processes and more about the willingness to evolve.
Where does digitalization deliver real value in the CAPEX environment – and what is more “nice to have”?
Digitalization and AI are advancing rapidly, but their true value in CAPEX project execution still stems from human interaction. AI can act as a powerful wingman, accelerating analysis, supporting decision-making and helping teams manage complexity. Yet its benefits only unfold when combined with human judgment and experience.
The discussions at the event reinforced this: the biggest challenges in CAPEX projects are ultimately solved by people – through dialogue, alignment and collaboration. Digital tools enhance these processes but do not replace the human element that ultimately drives project success.
The participants in the panel discussion demonstrated how diverse CAPEX project experiences can be – and how valuable open exchange remains. Our appreciation also goes to Why Summits for providing the platform that made this discussion possible, and to Alberto Reinders for preparing and consolidating the insights presented here.