Case Studies

This project was managed from inception by our personnel, ensuring delivery reliability throughout the process. A client’s projects had a history of running late, often with lower than budgeted margins. During the early phases, our project manager leveraged principles of program management to influence the project parameters and prevent unrealistic schedules from being formulated, all while retaining margin. A comprehensive project management plan was devised, incorporating key disciplines such as cost, schedule, scope, change, risk, communications, vendor, and quality management, aligning with best practices in portfolio management. This plan was then executed effectively. Although changes and problems were encountered, the work was delivered ahead of schedule and with a slightly better than budgeted financial outcome. During the project, an external audit was performed, yielding a clean bill of health. Indeed, after the award of the main job, a further package was awarded based on the progress of the initial work. The major benefits to the client included the delivery of equipment ahead of schedule, at increased margin, and with an enhanced reputation. The benefit to the project team was a much more enjoyable working experience than hitherto, demonstrating the effectiveness of our project management approach.

This project had been languishing with little control in place and insufficient management attention, impacting its delivery reliability. The project’s objective was to deliver equipment needed to start up a new well, making it time-critical. Called in at a point where the project threatened the client’s delivery deadlines, our staff took immediate action to recover the situation. A project review was initiated, focusing on portfolio management, including analysis of available data, interviews with the end-user, and discussions with the client’s project team and line management. 

From this, a recovery plan was established, aligning with the end-user’s delivery priorities. A realistic schedule was drawn up, along with implications for project costs, as part of an effective Program management strategy. Furthermore, a baseline risk analysis was performed, allowing risks to be managed to completion, following best practices in project management. Clear, frank, and immediate communications were established with all parties, and the findings of the project review, along with the recovery plan, were discussed and agreed upon with relevant stakeholders. Additionally, regular and relevant communications were maintained throughout the project, covering all necessary parties, continuing to the end of the project. The project’s schedule and costs, as well as other parameters such as quality metrics, were tracked and managed to completion. As a result, the key deliverables were supplied to the end-user in sufficient time for well startup, albeit later than the original project milestone. The benefits for the client included that offshore operations were not compromised, financial penalties were avoided, and their reputation was recovered. Relationships were strengthened, leading to better trajectories for future projects. For the project team, this experience resulted in an increase in morale and self-confidence, reinforcing the value of effective project and portfolio management.

A team member had been promoted within a project management framework, and it was felt that this person would benefit from coaching to enhance their experience in delivery reliability. Our personnel provided this function, collaborating with the employee during the execution of a key set of projects, all within the context of a formal personnel development structure. At crucial stages of the project management life cycle, we offered advice and guidance, as well as opportunities to reflect on both potential and actual courses of action. This included discussions on personal style, technical matters, project disciplines, business relationships, and portfolio management. The benefits to the employee included significant personal development and the assurance that there was someone to lean on when uncertainties arose. For the organization, this approach reduced risk in promoting a less experienced employee, thereby enhancing overall program management effectiveness.

During another coaching assignment, an unexpected requirement for mentoring arose, particularly in the context of portfolio management. This involved addressing issues from the mentee’s personal life that were impacting their work performance and delivery reliability. At appropriate points determined by the mentee, reflections were facilitated, leading to discussions about possible courses of action in line with effective project management practices. By the end of the period, the mentee kindly expressed that the experience had been positive and instrumental in guiding them toward a new direction in their life. The benefits to the mentee included personal growth, affirmation, and a clearer understanding of program management principles.

A series of offshore equipment packages that were being built by a client faced delays along with technical and procedural difficulties. We were brought in to manage these projects under a robust portfolio management approach, with a focus on program management to recover the relationship with the end-users, which had turned acrimonious. Through clear and regular communication, honest reporting, and delivery reliability, we established delivery-focused management with realistic targets, thereby rebuilding trust. A key factor was agreeing on what truly mattered to the end-user amidst a list of conflicting priorities. To resolve the technical difficulties, we facilitated collaboration between the internal manufacturing organization—including management, quality, assembly, and test personnel—and the end-user, establishing a mutually acceptable path forward. Although the original project timelines were discarded, the new project management methods allowed for equipment to be delivered on time for use, effectively avoiding production delays.