Operational Strategy Delivery2018-07-05T14:45:30+00:00

Operational Strategy Delivery

Our clients are Top Ten BioPharma and start-up organisations.
This is feedback from our clients over the last 5 years

Product Launch Program

Testimonial

“Primecore’s experience provided us with strong support and guidance on how to structure and govern our strategic product launch programs. They clarified the roles of program sponsorship and leadership and held each of the management functions accountable to provide the required update and commitments. This approach involving governing against approved program charters (which set out the scope, business objectives, success criteria and programs risks) was an important learning and was key to the success of these important programs.
Having experienced the benefit of this approach it has become standard practice within our organization, with Senior Management insisting that Program charters and detailed End User requirements are drafted and approved before any program is planned and executed.”

Senior Manager New Product and Strategy implementation

Background

Company size: 14,000 employees; Valuation $20B to $50B

Industry sector and location: Biologics Europe

Assignment Duration:  Twelve months

Client Sponsor: Senior Manager New Product and Strategy implementation

Assignment Objective

To introduce a more effective means of delivering product launch programs which would deliver the company’s commitments in terms of new product introductions. The current processes were unwieldy with complex communications and unclear accountabilities.

Approach

1. The new approach moved away from a program management approach which was overseen by a series of overlapping committees to one which was governed base around clear point contact accountabilities.

2. The new approach broke the program into a series of discrete workstreams (projects) each with its own charter outlining:- Leadership, success criteria, key milestones, risks assumptions etc. Each charter was signed by the appropriate leaders and formed the basis of their commitment (contract) to the overall program.

3. The monthly governance meetings (thirty minutes in duration) consisted of the overall program leadership and individual project leaders presenting against their approved charters. These meetings also provided the forum to raise significant issues and key decisions which arose over the previous period.

Outcome

1. The move to point accountability from a committee based approach was initially unfamiliar and uncomfortable for the individual project leaders. This quickly changed however as the individual leaders rose to the challenge of the program and enjoyed the individual and earned recognition that they were receiving from executive governance (up to CEO level at times).

2. Projects which were complex and struggling were turned around within a three month period and were not just meeting their likely dates but were comfortably delivering to the ‘best case dates’.

3. After the initial pilot this approach was rolled out to all strategic programs.

Lessons

The key lesson from this assignment is the importance of having clarity of roles and point accountability on strategic programs. The governance process is an opportunity to hold individual team members accountable. This process establishes clear expectations in terms of objectives, scope and timelines. Individuals when given profile and clear accountability will generally rise to the challenge, particularly when they are given the appropriate recognition for their achievements.

Product Commercialization Programs

Background

Company size: 110,000 employees; Valuation $100B to $150B

Industry sector and location:  Biopharma Europe

Assignment Duration: Three months

Client Sponsor: Site Head and General Manager

Assignment Objective

The client was struggling to retain control of a complex and ‘evolving program’. There was a general lack of clarity in terms of how the program was performing and whether or not it was likely to achieve its various business commitments.

Approach

1. An early review of the program established that this was not a complex program but in fact a small portfolio of four programs each with its own business case and business commitments. The mistake had been made to try to govern this as a single program because of the fact that much of the new equipment was shared across the products.

2. Separate program charters were generated for each of the programs and these were then further reduced to become project charters.

3. The leadership for each program and their supporting projects was clarified and gaps in leadership were addressed.

4. Four separate governance monthly governance meetings were established (two meetings per session) allowing each program to be reviewed in isolation.

5. Shared project scope was incorporated into one of the programs (typically the program which had the earliest requirement) with the other program(s) treating this scope as being an assumption to the program.

Outcome

Within a three month time frame absolute clarity had been reached in terms of the performance of each of the programs. One of the programs was subsequently cancelled due to changes in the underpinning business case.

Lessons

A common mistake with program governance is to try to merge different programs (i.e. different business  objectives e.g. products and time frames) into a single program because of the sharing of capital resources. This can lead to wide scale confusion as an element of project scope may be critical for one program but not for another. This also makes communication with corporate very difficult as corporate generally looks at programs in terms of their business objective (e.g. When will x volume of product A be available commercially).

Compliance Program
(FDA Consent Decree)

Background

Company size:   1,000 employees (Site impacted); Valuation $100B to $150B  (Parent company)

Industry sector and location: BioPharma US

Assignment Duration: Eighteen months

Client Sponsor: Head of Operations 

Assignment Objective

To provide program management support and governance consultancy support on an active program to remove a client operation from its consent decree obligations to the FDA.

Approach

1. This involved the appointment of a Primecore consultant with expertise in the leadership of complex change management programs to support the in-house site program leadership.

2. The initiative commenced as an intensive full time assignment providing day to day support to the Program Lead.

3. After about six months the assignment was reduced to one week per month providing a third party independent review of the program along with recommendations.

Outcome

The site met all commitments to the FDA and consent decree was removed within the agreed timelines.

Lessons

The issues underpinning a consent decree are often cultural and must be addressed in parallel with the technical and procedural changes being implemented.

Leadership Development Program

Testimonial

“Primecore provided support for us recently in the creation of a Development Programme for High Potential Leaders within our organisation. The assignment involved support across multiple activities including project management, budget planning, meeting facilitation and program development. Primecore participated in the programme development as a team member, helping and participating in the initial design phase. Primecore provided key support in the early phase of the project and transitioned off as the project ramped up to go live. We have now kicked off the programme and initial feedback from participants is excellent….a great start.”

Snr. Director of HR Small Molecules

Background

Company size: 3,000 employees; Valuation $20B to $50B

Industry sector and location: API Pharmaceutical Europe

Assignment Duration: Six months

Client Sponsor:  Snr. Director of HR Small Molecules

Assignment Objective

Program Management support in the design, development and sustainability of an international Leadership development program. The program is aimed to accelerate development and visibility of high potential leaders, providing a robust talent management process in the organizational network.
To provide program management support with the planning phase of a leadership development program to be rolled out across a number of API sites within the US, Europe and Puerto Rico. Once the planning phase was complete and supporting materials were generated the company planned to roll out the program using in- house resources and subject matter consultants.

Approach

Program and project management of a multi-functional international team. Program Execution planning, inclusive of determination of clear program success factors, stakeholder management and communication processes. Clear definition and execution of design, implementation and sustain program phases inclusive of a metrics and governance structure to underpin the process.

1. In this situation Primecore provided an experienced Program Manager to coordinate the program across the wide stakeholder group.

2. The planning phase involved typical program management best practice activities:- Stakeholder management, agreeing roles and responsibilities, alignment on the execution approach, development of a communications plan, generation of planning phase deliverables (primarily training materials) and delivery schedule with defined accountabilities.

3. The planning phase involved an experienced Program Manager working on the assignment utilizing 50% of her available time.

Outcome

Program planning phase went to plan; human resources and budget  were approved to deliver the training.

Lessons

Program management is often seen as a tool to deliver capital intensive programs, but the principles can be applied equally effectively to a wide range of organization change activities such as HR training or change management programs.

Development and Roll out of
a New Cost Accounting Model

Testimonial

“Primecore is a great resource for our project needs. They were super responsive to our initial call. It was apparent from the onset they have clear expertise in how to attack problems and manage small projects as well as large ones. They have provided the perfect resources to meet our needs. They are extremely capable and have gone above and beyond to ensure the project has progressed rapidly, beating the expected timelines for the work required. They have also quickly identified when we needed additional intervention and structure to ensure success. Primecore is a great resource and exactly what we needed just when it was
most critical to have their help. A real pleasure to work with and drive for the results needed.”

VP of Operational Finance

Background

Company size:  14,000 employees; Valuation $20B to $50B

Industry sector and location:  Biologics Europe

Assignment Duration:  Twelve months

Client Sponsor:  VP Operational Finance

Assignment Objective

1. To ensure that all the client’s manufacturing sites prepare standard product costs on a consistent and transparent basis that reflects current healthcare industry standards.

2. To enhance the quality and visibility of performance reporting from a plant and divisional perspective thereby providing adequate and timely information to Operations Management on how effectively and efficiently the resources of the company are being utilized to manufacture product.

Approach

Phase 1:
Develop a detailed and comprehensive set of costing and reporting manuals that will provide adequate guidelines and instructions to all site controllers in the annual preparation of standard costs thereby ensuring consistency and transparency throughout the manufacturing network.

Phase 2:
Visit 12 Plants in the client’s network and review current practices regarding standard cost development. Review the costing manuals with each of the plant’s financial staff and clarify concepts on product costing, budgeting, reporting and inventory management. Develop order of magnitude impact on the P&L based on costing manual implementation.

Outcome

Major gaps in current practices compared to recommended methodology were identified and quantified regarding impact on current year P&L. Significant issues impacting product costing but outside the scope of the project were identified for management consideration. Consistent application of the standard costing methodology across all manufacturing sites will provide comparable product standard costs. Site performance reports will provide granularity and transparency to local Plant and Divisional management.

Lessons

Importance of developing a comprehensive set of costing manuals as a foundation to all plant evaluations to drive a consistent approach. Inclusion of other functional areas that facilitate the development of standard costing and reporting was essential. Importance of periodic reviews with management on findings and potential impact helped drive adoption of the new cost model. Excluding issues outside scope but impacting outcome and requesting separate initiatives ensured project focus.

Phase Gate Auditing of
a Large Biologics ($400M) Capital Project

Testimonial

“Can I measure the impact Primecore has made? – No. can I quantify its value – No. I can describe it up to 2010 we never delivered a new project (planning or execution) successfully. In hindsight I should have quantified the lack of internal resources and the costs of the risk involved in proceeding in an uncontrolled manner. I cannot put a dollar sign on this but we could not have done it without Primecore”

Global Snr. Director Capital Projects

Background

Company size: 1,000 employees  (Site impacted); Valuation $100B to $150B (Parent company)

Industry sector and location: BioPharma US

Assignment Duration:  Eighteen months

Client Sponsor:  Head of Operations

Assignment Objective

To execute Phase Gate (Stage gate) project reviews at the end of each project phase (i.e. Concept, Basic Design, Detailed design, Construction, CQV and Turnover).

Approach

1. Primecore has developed a standard process for the execution of gate reviews and applies these to many large capital projects. At the commencement of the capital project the project leadership team was informed that Primecore would be executing a series of independent audits (Gate reviews) of the project on completion of each phase to verify compliance with the company’s capital management practices.

2. Each gate review took four weeks from initiation to the issuing of final report.

2.1 Week One – Kick off meeting to outline the process to the project leadership team. Primecore issues a request for predefined project documentation allowing one week for receipt of documentation.

2.2 Week Two – Primecore carries out a review of all documentation received and issues a series of queries for clarification purposes.

2.3 Week Three – Primecore interviewed the project leadership team.

2.4 Week Four – Primecore issues a draft report outlining the key findings and recommendations. Primecore issues a final report.

Outcome

The project scope delivered the intended End User requirements and was delivered on time and within budget.

Primecore’s experience has been that the introduction of high quality comprehensive gate reviews, drives discipline into the project management process. Effort is made by the client project management team to assemble comprehensive planning packages. This discipline pays significant dividends during the project execution phases (i.e. detailed design, construction and CQV).

Lessons

When executing large capital projects it is important that the project is executed by a capable Project manager who fully understands and is committed to the implementation of project management best practices.  The discipline that these processes introduce provides assurance of delivering a high quality scope on time and on budget.

Project Audit of a Large Capital Project ($2.1B)
on Behalf of the Company Board of Directors

Testimonial

“One of the most valuable ways that Primecore has been able to add value to our capital management program is to provide an outside–in view of new and ongoing projects. Of particular importance has been an engagement to perform quarterly assessments for a large strategic project. By adding this level of support we receive a regular independent assessment of project health that can be reported to the Board of Directors thereby enhancing our governance process for this critical investment.”

VP Global Engineering

Background

Company size: 14,000 employees; Valuation $20B to $50B

Industry sector and location: Biologics Europe

Assignment Duration:  Eighteen months

Client Sponsor:  VP of Global Engineering

Assignment Objective

The project had recently been re-baselined, following a Monte Carlo risk assessment resulting in a significant increase in the project budget and timelines. The Board of Directors, through the head of Global Operations, requested that Primecore carry out quarterly audits of the capital project and to report the findings and key recommendations to the Board of Directors meeting on a quarterly basis.

Approach

1. Primecore has developed a standard process for the execution of project audits of large capital projects. The audits focus on progress over the period (against the planned schedule and commit schedule), quality of the progress, management of risk, cost forecasting and cost reporting.

2. Each project audit took four weeks from initiation to the issuing of final report and resulted in a presentation to the Board of Directors typically one month after issuing the report.

2.1 Week One – Primecore issues a request for predefined project documentation allowing one week for receipt of documentation.

2.2 Week Two – Primecore carries out a review of all documentation received and issues a series of queries for clarification purposes.

2.3 Week Three – Primecore interviews the project leadership team (Program Manager, Project Manager, Construction & CQV leads and the Project Controls Manager).

2.4 Week Four – Primecore issues a draft report outlining the key findings and recommendations. Primecore issues a final report.

Outcome

Primecore developed a very positive relationship with the Projects leadership team while keeping an appropriate level of independence and objectivity.  Primecore represented project performance fairly while also providing constructive suggestions.   The fact that the Primecore team had past experience of managing large BioTech projects meant that there was a good understanding of the challenges being faced. The project performed well from the point of re-baselining and was delivered on time and under budget.

Lessons

It is important that the body charged with governing a capital project (in this case the company’s Board of Directors) have access to high quality objective and independent feedback from a company with ‘real world expertise’ managing large and complex BioTech projects.

Monte Carlo Risk Assessment
on a Business Critical Capital Project

Testimonial

“Primecore have dug us out of a hole with the project management of a Hydrogenator project needed to support commercial demand of one of our key products. The project was delivered in the required timeframe even when some said it couldn’t be done.”

Director of strategic portfolio management Europe

Background

Company size:  3,000 employees; Valuation $20B to $50B

Industry sector and location:  API Pharmaceutical  Global

Assignment Duration:  Two months

Client Sponsor:  Director of Engineering

Assignment Objective

To forecast the likely durationof a capital project needed to realize the commercial sales volumes of a future ‘blockbuster’ product (Forecast sales $6 billion by 2022). The client was concerned that the capital project would be delayed and result in a ‘shorting’ of supply of the product.

The focus of the Monte Carlo was on schedule. Project cost was considered to be of secondary importance as the capital cost ($80M capital) was not significant in the context of the commercial value of the product.

Approach

Primecore assigned our in-house risk management expert and applied a standard approach which we have successfully employed on a number of business critical capital projects and programs.
* Initially we carry out a detailed review of the deterministic schedule, working with the various stakeholders with responsibility for the delivery of the different project elements. The objective here is to ensure that the schedule is appropriately structured with the correct logic and appropriate activity durations. As well as activity duration, a general variability is applied based on recent and past performance on this project and similar projects.

* Primecore then facilitates a number of risk workshops to capture the risks (treats and opportunities) associated with executing the project. Each risk is assigned an owner, mitigation and associated timeline, a probability and impact (pre and post mitigation). This risk register will provide the basis for generating the event based variability on the project.

* The schedule is then reduced to its critical elements to form a ‘risk based schedule’, and a simulation of the likely outcomes is run to provide the project end dates at various levels of probability (60% probability P60 is the most likely end date, 80% probability P80 is the date that gives appropriate certainty for business purposes).

Outcome

In this particular case the facility was qualified within days of the date forecast in the Monte Carlo simulation (Based on the 60% probability, P60) and the license to produce was within weeks of the forecast date.

Lessons

A Monte Carlo simulation when carried out by a risk management expert can provide a very important tool when trying to forecast ultimate project schedule and cost.   The generation of good quality risk registers helps the team to deal with potential issues in a proactive manner.  The strong focus on the schedule elements (critical and non-critical) and their associated risk provides the project management team with the quality of data needed to give reliable information to the executive governance board.

Monte Carlo Cost and Schedule Risk Assessment
of a Large Capital Project ($2.1B)

Testimonial

“One of Primecores key services has been setting up and running Monte Carlo simulations on cost and schedule for large projects. With a knowledgeable and flexible team from Primecore we have been able to quickly ramp up support and help our project teams generate risk based budgets and timelines. The rigor and transparency of these exercises helps ensure transparent estimates that support both approval and execution management processes for large projects.”

VP Global Engineering

Background

Company size:  14,000 employees; Valuation $20B to $50B

Industry sector and location:   Biologics US

Assignment Duration:  Six months

Client Sponsor:   VP of Global Engineering

Assignment Objective

To develop a probabilistic schedule for a very large capital project ($2.1B capital) and to establish and report to the Board of Directors on the likely timeline to commercial production and  associated capital and expense cost.

Approach

Primecore assigned our in-house risk management expert and applied a standard approach which we have successfully employed on a number of business critical capital projects and programs. The scale of this project provided particular challenges, resulting in a simulation which would normally be carried out in eight weeks requiring twenty weeks to complete.

* Initially we carry out a detailed review of the deterministic schedule, working with the various stakeholders with responsibility for the delivery of the different project elements. The objective here is to ensure that the schedule is appropriately structured with the correct logic and appropriate activity durations. As well as activity duration, a general variability is applied based on recent and past performance on this project and similar projects.

* Primecore then facilitates a number of risk workshops to capture the risks (treats and opportunities) associated with executing the project. Each risk is assigned an owner, mitigation and associated timeline, a probability and impact (pre and post mitigation). This risk register will provide the basis for generating the event based variability on the project.

* The schedule is then reduced to its critical elements to form a ‘risk based schedule’, and a simulation of the likely outcomes is run to provide the project end dates at various levels of probability (60% probability P60 is the most likely end date, 80% probability P80 is the date that gives appropriate certainty for business purposes).

Outcome

In this particular case the project team had not built in the performance related variability (performance related) and associate event based variability into the schedule. When Primecore ran the simulation it was found that the project was likely to require an additional ten months execution time and $400M to bring the project to the point where it had applied for its commercial license.

After much discussion the Board approved the amendment and retained Primecore to provide independent reporting at the quarterly board meetings. This is an ongoing project (June 2016), but to date the project has performed in line with Primecore’s forecast.

Lessons

Large projects (>$1B capital), carry a significant ‘general risk’ level due to their size and complexity, putting significant strain on management and leadership resources.  For this reason it is essential that a comprehensive Monte Carlo assessment be carried out by a subject matter expert to provide an accurate forecast of the probably project duration and cost.   This simulation should be run on a twice annual basis to understand the implications of the changing risk profile as the project progressess.

Leadership of Strategic
API Capital Project

Testimonial

“Very experienced Program manager led the integration of three independent competing high value and high priority projects, all within the same area of site, to deliver a product introduction on time and under budget”

Snr. Director Capital Projects. (Europe)

Background

Company size:  14,000 employees; Valuation $20B to $50B

Industry sector and location:  API  Europe

Assignment Duration:  Twenty months

Client Sponsor:  Snr. Director for Global Capital Management

Assignment Objective

Primecore was approached by one of its main clients to review the status of a ‘business critical’ capital project which was in the early stages of execution (Detailed design and early construction).
Following the review the client requested that Primecore take over the leadership and client management of the capital project.

Approach

Primecore as a company is committed to the implementation of project management best practice, which places a heavy emphasis on the quality of the front end scope development and planning phases of a project.

* In line with the principles set out above, Primecore carried out a detailed review (eight weeks duration) of the projects planning phases to satisfy ourselves that the solution being proposed was appropriate to the business need, that the End User requirements were understood and that the scope had been sufficiently defined to support a good quality schedule and estimate.

* When looking at the business need, it was found that the project was required to enable the commercial production of three launch products. Primecore worked with the End User team to establish a comprehensive set of requirements to meet the needs of the three products and found that there were significant gaps even at the level of basic technical requirements.
* The project scope in other areas went beyond the needs of the End User and dealt with future requirements which were not within the scope of the project charter. Primecore developed a simpler scope which was aligned with the requirements of the three products and dealt with commercial demand forecast for the following five years.
* Once the revised scope schedule and estimate had been developed and approved, a Monte Carlo risk assessment was carried out on the project schedule to ensure that the business timelines would be met at the appropriate confidence level.

Outcome

The pausing of the project, to ensure that all the planning essentials were in place, benefited the schedule to the extent that all lost time was made up.

The client was extremely satisfied that the project success criteria had been met by the date required within the business case.

Despite giving the appearance of slowing the project down in the initial eight weeks, to allow time to revisit the planning steps and decisions (concept and preliminary design), the ultimate impact was to reduce scope/cost and to bring the end date of the project forward by three months.

Lessons

This project demonstrated the importance of the planning phases to the success of a project. With business critical projects which are under time pressure (which is normally the case), there is a strong temptation to minimze project planning and to start executing at the earliest possible date.
It is recognized in the industry at large (and has been Primecore’s experience) that this shortening of the planning phases rather than saving time and money adds to schedule and cost. Any savings in the planning phases is lost due to late project definition/change and often through the implementation of inappropriate and costly solutions.

Leadership of a Strategic Capital Project
to Launch Two Gene Therapy Products

Testimonial

Primecore’s experience provided us with strong support and guidance on how to structure and govern our strategic product launch programs. They clarified the roles of program sponsorship and leadership and held each of the management functions accountable to provide the required update and commitments. This approach involving governing against approved program charters (which set out the scope, business objectives, success criteria and programs risks) was an important learning and was key to the success of these important programs.
Having experienced the benefit of this approach it has become standard practice within our organization, with Senior Management insisting that Program charters and detailed End User requirements are drafted and approved before any program is planned and executed.”

Senior Manager New Product and Strategy implementation

Background

Company size:  14,000 employees; Valuation $20B to $50B

Industry sector and location:  Biologics Europe

Assignment Duration:  Eighteen months

Client Sponsor:  Regional Director of Global Engineering

Assignment Objective

To take over the leadership of a strategic project on behalf of the client which will enable two strategically important programs, one to produce material to support a phase III clinical trial and the second to support the production of material to support a phase I clinical trial.

Approach

The management of the capital project was a subset of the overall scope for Primecore which was to provide support with the governance of the two strategic Gene Therapy programs.
The two programs had gotten into difficulty and there was confusion as to the source of the issue. On one hand it was felt that the poor performance of the capital project was the root cause while on the other it was stated that the primary issue was a lack of definition of the requirements, particularly the critical process requirements.

In relation to the capital project, the decision was made to split the capital scope between the two programs. All scope associated with the earlier program (the two programs were sequenced) was assigned to that program with the balance of the capital project being assigned to the second program.

As with many capital projects which face difficulties the primary issue lay in poor quality and incomplete planning of the project. Primecore assigned a very experienced project manager, who spent the initial two months putting in place a good set of user requirements and basic design scope for each of the projects.

At the end of the revised Concept Design phase and Basic design phase a gate review was carried out on each of the projects.

The two programs were then governed separately to each other against their respective program and project charters.

In situations where there were two options the project team at times decided to address both options for schedule purposes.

Outcome

The capital projects both met their respective project charter best dates as a result of the Project and Program Management disciplines which were applied.

Lessons

With launch projects with poorly defined requirements (process parameters) it is even more important to establish clear end user requirements.  It is only in this way that the gaps will be fully understood and can be actioned.  It is to be expected that with new products  involving new technology platforms that there will be knowledge gaps in terms of End User requirements. This shouldn’t be the basis for finger pointing but should provide an opportunity for the team to work together to find the best compromise.

Sitewide Ground Remediation, Drainage and
Waste Treatment Upgrade Large API Facility

Testimonial

“Over the last number of years I have worked with a number of the Primecore program Managers and have been very satisfied with the all-encompassing program management service offered and the value that Primecore has brought to the business. In particular Primecore have a wealth of experience, professional competence and expertise within their team which supports and advises the individual program managers who are dedicated to site programs. This team pool of experience and knowledge puts Primecore among the best I have worked with when it comes to delivering value to their client in a timely and efficient manner. The Primecore staff I have worked with take time to understand the business requirements and tailor the solution to ensure the business outcomes are at the heart of the solution. Primecore not only supplied appropriate solutions but also takes time to impart knowledge to our employees enthusing, motivating and directing people towards taking ownership of the systems and procedures to ensure they are maintained and monitored.”

Snr. Director of Capital projects Europe

Background

Company size:  14,000 employees; Valuation $20B to $50B

Industry sector and location:  API Europe

Assignment Duration:   Sixteen months

Client Sponsor:  Snr. Director of Engineering

Assignment Objective

The client did  carried out ground water sampling and had found chemical contamination. They notified the appropriate authorities and employed a specialist to model the extent of the contamination. Fortunately the contamination was contained within the site and had not contaminated any nearby rivers or sources of drinking water.

The client approached Primecore to provide a program manager to put in place measures to remove the contamination and to eliminate any possibility of future contamination of the ground water.

Approach

This program was carried out against an accelerated schedule due to the environmental concerns. The program was broken into three main elements; the pumping and filtering of the ground water to remove existing contamination, the replacement and upgrade of all underground drainage pipework (process, rainwater and domestic foul waste) and a significant upgrade to the site’s waste water treatment systems.

The program was shared with the local permitting bodies in a transparent manner and clear commitments/milestones were agreed.

Once a comprehensive execution plan was in place and agreed (two months in duration), a fourteen execution schedule addressed all of the issues.

Outcome

The project was successful on a number of fronts:

  • Good relationships were maintained with the licensing bodies during what was a very difficult time. This was helped by the fact that the agreed milestones were either met or exceeded.
  • The program addressed all of the issues and included new business processes to eliminate the possibility of a reoccurrence.
  • Like all well managed projects the End User requirements were met and in some cases were exceeded, with the program coming in on schedule and within the approved budget.

Lessons

Even projects which come about as the result of unplanned events or catastrophic failures can have successful outcome if good program and project management practices and governance are put in place from the start.

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