Case Studies
A well-managed project from bid to delivery
This project was managed from inception by Cephas. A client’s projects had a history of running late, often with lower than budgeted margins. During the early phases, the Cephas project manager was able to influence the project parameters, and prevent unrealistic schedules being formulated, whilst retaining margin. A comprehensive project management plan was devised, including the key disciplines of cost, schedule, scope, change, risk, communications, vendor and quality management. This plan was then executed. Although changes and problems were encountered, the work was delivered ahead of schedule and with a slightly better than budgeted financial out turn. During the project, an external audit was performed, which yielded a clean bill of health. Indeed, after award of the main job, a further package was awarded, based on the progress of the initial work. The major benefits to the client were delivery of equipment ahead of schedule, at increased margin and with enhanced reputation. The benefit to the project team was a much more enjoyable working experience than hitherto.
Recovery of a failing project
This project had been languishing with little control in place and insufficient management attention. The project’s objective was to deliver equipment that was needed to start up a new well, and was thus time-critical. Called in at a point where the project threatened the client’s delivery deadlines, Cephas took immediate action to recover the situation. A project review was initiated, including analysis of the available data, interviews with the end-user, and with the client’s project team and line management.
From this, a recovery plan was established, focussing on the end-user’s delivery priorities. A realistic schedule was drawn up along with the implications for project costs. In addition, a baseline risk analysis was performed, allowing risks to be managed to completion. 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 with relevant stakeholders. In addition, regular and relevant communications were established within the project, covering all required parties. This was continued to the end of the project. The project’s schedule and cost, 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 start up (although later than the original project milestone). The benefits for the client were that the offshore operations were not compromised, that financial penalties were avoided, and that reputation was recovered. In addition, relationships were strengthened, and future projects had a better trajectory. The benefit to the project team included an increase in morale and self-confidence.
Coaching
A team member had been promoted within a project, and it was felt that this person would benefit from some coaching to bolster their experience. Cephas provided this function, working alongside the employee in the course of delivering a key set of projects, and within the framework of a formal personnel development structure. At key points within the life of the projects, advice and guidance were offered, as well as the facility to reflect upon possible and actual courses of action. This included discussions on personal style, technical matters, project disciplines and business relationships. The benefits to the employee included personal development and the knowledge that there was someone to lean on when uncertainties arose. The benefits to the organisation included reduced risk in promoting a less experienced employee.
Mentoring
During another coaching assignment, an unexpected requirement to provide mentoring arose. This involved issues that had arisen in the mentee’s personal life, which were affecting work performance. At appropriate points, determined by the mentee, reflections were enabled, and possible courses of actions mooted. At the end of the period, the mentee kindly expressed an opinion that it had been a positive experience, and one that enabled them to select a new direction for part of their life. The benefits to the mentee included personal growth and affirmation.
Stakeholder management
A series of offshore equipment packages that were being built by a client were experiencing delays and also technical and procedural difficulties. Cephas were asked to step in to manage these projects, and importantly, to recover the relationship with the end-users, which had become acrimonious. By use of clear and regular communication, honest reporting, delivery-focussed management and realistic targets, trust was re-established. An important factor was the agreement of what really mattered to the end-user, amongst a list of conflicting priorities. Resolving the technical difficulties involved bringing the internal manufacturing organisation (including management, quality, assembly and test personnel) together with the end-user to establish a mutually acceptable way forward. Although the original project timescales had to be scrapped, the new methods enabled equipment to be delivered in time for use, thus avoiding production delays.