Imagine the following scenario: The capital project is large, multinational, and complex. It is in the early stages of the project lifecycle, and the schedule is not fully developed nor the team fully formed. Uncertainty abounds, and frustrations are building due to the perceived lack of progress. The pressure is palpable. The project has high visibility and is under increasing scrutiny from executive leadership. Their message is “We need to accelerate Phase 2” – it cannot and should not be ignored. In the midst of this, the differences of opinion within the core team on strategy and execution may be impacting progress. This scenario is not uncommon at the start of a major, complex capital project, and it is the role of the Project Manager to keep the project moving while striving to build a team of cooperative players.