Taking over the Project Management role for a project in recovery
Client: A defence company specialising in the production of cryptographic units
Our client was due to deliver a high grade cryptographic product into a major UK MoD programme. The project had hit severe difficulties in terms of timescales, cost and customer relations, and the customer had lost faith in the project management information being provided.
What we did
We provided a dedicated full-time Project Manager to the programme for 10 months. The Project Manager was provided on-site for the duration of the commission.
We began by reviewing all project controls currently in use by the client. The inputs and outputs were re-evaluated and improvements suggested across the board. These improvements were presented to the Project Board and then implemented and rolled out across the project.
The main areas of control introduced or enhanced were:
- project governance – a fortnightly cycle was introduced during which all project plans, risk registers and other reports were updated, culminating in a presentation to the customer and internal stakeholders;
- project plan – the main project plan was overhauled and best practice guidelines were specified and followed to ensure a high quality project plan was produced and maintained;
- project plan updates – update meetings were scheduled for all Work Package Managers to report directly to the Project Manager on a weekly basis;
- risk management – the risk register was re-written by the Project Manager to be easy to use and to ensure a standardised risk language was used to ensure consistency between risks. Weekly risk reviews were set up and chaired by the Project Manager;
- defect reporting – weekly reports were introduced to highlight the key defects affecting each deliverable; and
- security evaluation – a separate project plan was written to manage the security evaluation of the project with CESG.
The revised Risk Register was rolled out across the client company, overseen by the integrate Project Manager. A presentation was given to all Programme Managers to facilitate this, and reviews of the first projects to use the register were undertaken. The best practice guidelines for using Microsoft Project were distributed throughout all similar projects.
integrate's takeover of the Project Management role of a challenging programme saw improved project management data, risks and issues managed, improved customer relations and the prioritisation of tasks leading to improved delivery timescales. Subsequently, integrate facilitated rolling out the key lessons learned from this project across the company.