Back to Basics for Semiconductor Construction Project Success
By James Lillis
James Lillis is the Director of Advanced Manufacturing, Technology & Life Sciences (AMTLS) at px Americas. With extensive experience in semiconductor fabrication construction, he is a renowned global leader and SME in Tool Install Design, known for driving operational excellence and leading high-performing teams. James has held various leadership roles, including Technical Advisory Consultant within the high-volume manufacturing industry, Global Design Manager for Intel, Managing Director of Basesite—a software development company specializing in semiconductor engineering solutions—and Operations Director at a global technology delivery company. His expertise in delivering complex, high-volume manufacturing mega projects and his strategic leadership have consistently resulted in remarkable growth and operational success.
James's academic credentials further complement his professional expertise, including a Professional Diploma in AI, a Master of Engineering Management, and a Bachelor of Science in Electrical Services & Energy Management.
Traditional project philosophy underscores that project success hinges on managing scope, schedule, and cost—often regarded as the triple constraint, with quality/value being the implicit fourth element. Today's rapid advancement in global technology, driven by consumer demand, has triggered a proliferation of construction projects worldwide. This burgeoning demand has precipitated a shortage of seasoned professionals, who are integral to the success of such projects. The semiconductor industry, striving to capitalise on the technology demand, finds itself encouraged by significant legislative initiatives such as the U.S. CHIPS Act and the European Chips Act. However, the industry is struggling with challenges in project delivery. Considering these modern challenges, we must redefine the triple constraint to encompass people, process, and technology. This trinity forms a framework that addresses the dynamic nature and change management essential for the successful completion of semiconductor construction projects.
Regarding the people aspect, the global shortage of experienced professionals is impeding project delivery. This shortage widens the knowledge gap for newly qualified project team members, who require mentorship from seasoned experts. Traditional and common project roles have evolved in title and skillset, data science being a clear example of the requirements in the use of data to drive projects in making better informed decisions as early as possible in the project cycle. To bridge this gap, projects necessitate a clear people plan with well-defined roles and responsibilities that can evolve to meet the project goals and objectives, rather than presuming adaptability in any given situation.
A pivotal component of success is the implementation of robust measurement mechanisms to track progress and pinpoint areas for improvement. This requires a well-defined process that is aligned with the project's goals and objectives, featuring a robust workflow with a set project baseline. This process must remain consistent across a client's project portfolio, immune to arbitrary modifications, irrespective of geographical location requirements. A strong change control process is critical, allowing adjustments only when backed by a solid business case and then uniformly applied to all projects. A set baseline is instrumental in establishing KPIs that enable leading metrics to gauge individual project performance, facilitating benchmarking against global projects to drive marginal gains—a key determinant of project success.
At the core of both people and process efficacy is the acknowledgment that outdated project delivery methodologies are obsolete. Innovation and flexibility have become crucial in the semiconductor construction sector. Traditional spreadsheet-driven design tools are giving way to database-driven engineering design that enables standardisation from project to project. Data-centric design is paramount for achieving predictable outcomes, a vital pursuit given the constant change encountered in semiconductor construction projects. Data driven design, coupled with Building Information Modelling (BIM), provides a platform for Off-Site Manufacturing (OSM) or the new OSM is Off-site Manufacturing Ready (OSR). The incremental improvements from project performance measurement through advanced analytics are vital. As AI and ML tools gain traction as potential solutions, it is essential to evaluate their actual value-add to the project. Without clear benefits, these technologies risk compounding complexity rather than propelling us towards our project objectives.
The evolved project delivery landscape demands a nuanced understanding of the intertwined nature of people, process, and technology. The new triple constraint is not just a theoretical framework but a call to action for industries, particularly semiconductor construction, to cultivate a workforce of lifelong learners, to codify robust processes that transcend regional boundaries, and to embrace technological innovation that substantiates project goals. px Group ensures the future of project success through our team of SME’s that have proven success in delivering though this framework across multiple industries and realising significant project outcomes for our customers. The key take away is to ensure the combination of the traditional project constraints and the evolved new triple constraint of people, process and technology is deployed by a dedicated team of SMEs at the very start of any project.
