HomePreparing for change / planning a project

preparing for change

For businesses with purpose relying on Projects / Programme / Product benefits.

Supporting in the stage it’s needed most (preparation).

Your best opportunity to identify, manage and mitigate your risk is in the preparation stage.

 If you’ve never started a project before – ask for help and benefit from lessons learnt (the hard way). 

 In construction you wouldn’t start on site activity without a method statement.

Why start a new project or programme without an execution plan, strategy, and method to reduce risk.

 Understand your options and maximise your opportunities to benefit your people and your business.

 You don’t need a lot.  Just a little of the right type of support.

P34B: -

preparing for change  Understand all layers of the supply chain and the potential impact to all stages of the lifecycle.

preparing for change  Have experience and insight into the agendas of organisations, teams, and stakeholders.

preparing for change  Understand how other sectors prepare their businesses and projects for change.

preparing for change  Are motivated, through experiences, to help you find the gaps and address.

preparing for change  Operate in the space of practical control and risk mitigation.

preparing for change  Only want to support where we create value.

preparing for change  Give you options.

 

Purpose & Benefits

preparing for change   Experienced engagement appreciating your challenges and priorities.  

preparing for change   Provoke your thinking by sharing our experiences through workshop/peer reviews.

preparing for change   Identify specific risks, gaps and opportunities with mitigation and measures to address. 

preparing for change   Share our unique concepts for managing risk & maximising opportunity (developed from experience).

preparing for change  Formalise outcomes in a best practice, templated Project Execution Plan or Programme Delivery Plan.

Portfolio

Manufacturing – With experience in pre-construction, planning, and delivery of projects across operational estate, we understand the unique engineering and concurrency challenges presented by manufacturing projects in operational environments. 
Infrastructure – We understand how Infrastructure projects and programmes are funded, the investment and management mechanisms required, with experience of how delivery services are procured in packages. This understanding shapes how we respond and control.
Logistics – We’ve experienced the flexibility, adaptability and scalability challenges presented by these projects.  Increasing levels of automation and digitisation present complexity many would not anticipate initially.
Innovation – We recognise innovation needs to justify the benefit to be sustainable.  The assessment, ranking and prioritisation of innovation relative to benefit is key.  No point innovating if not beneficial.   
Aviation – We appreciate the technical, logistical and stakeholder complexity these projects and programmes present, with experience in establishing control & reporting methods which create simplicity amongst complexity.
Rail – We understand how national procurement creates a framework for national rail and infrastructure projects, with a critical need to integrate new methods with existing practices.  Systems integration and alignment key.
Retail – We appreciate the challenges faced in the retail sector, particularly around businesses case, evolving requirements, and stakeholder management. Our cross-sector experience benefits our approach. 

Perspectives

 ‘The outcomes of Neil’s impact on the programme were multiple; greatly increased levels of integration, heightened ability to react to and manage change, better understanding of programme risk and opportunity, improved programme strategy and consolidated data driven reporting tools.  (Elliott), Manufacturing Project Manager.

 ‘Nothing short of outstanding… to initially align the teams, construct a baseline, develop fit for purpose working arrangements, processes and tools expertly tailored for the Dyson environment’. (Kieran), International Manufacturing Programme Lead.