• Creating insight by mapping the current state of each project control workstream
• Addressing improvement initiatives in an integrated way based on root cause analysis in smaller teams
• Establishing a uniform way of working across workstreams to complement each other and avoid duplication
• Increasing learning capability through structural evaluation and embedding of improvements
Projects within this organization are becoming increasingly complex, while the level of project control has not kept pace. This increases the risk of delays and cost overruns.
Together, we are working on a programmatic approach to professionalize project control. The objective is to structurally bring project control to the desired level through a uniform way of working. This enhances predictability and control over projects, while strengthening the deliverability that infrastructure organizations rely on.
Our approach
Step 1: Insight into the current situation
We started by mapping the project control workstreams: ten content-driven workstreams (such as project planning, cost management, and risk management) and one overarching workstream (integrated collaboration).
For each of these workstreams, we assessed the current state by working in groups to identify the existing situation, bottlenecks, and root causes. This provided a clear and shared understanding of where the organization currently stands.
LET'S CHANGE THE SYSTEM!
Step 2: From analysis to improvement initiatives
Based on these insights, we developed improvement plans for each workstream. These plans form the foundation for a structured approach to raising the maturity level of project control.
In addition, we established a steering committee responsible for prioritizing the improvement initiatives.
Step 3: Control and predictability
The improvement initiatives are then implemented and sustainably embedded in processes and ways of working. In parallel, we actively engage stakeholders throughout the change process to build support and strengthen ownership.
Through these initiatives, we work towards achieving level 3 of the project control maturity model. This results in a more predictable and well-controlled project organization.
"What makes this phase powerful is that we are laying the foundation for sustainable improvement together with the client. By first creating sharp insights, we build a solid base to steer targeted initiatives that demonstrably contribute to greater predictability, higher efficiency, and lasting impact."
How we supported the creation of a future-proof vision and organizational design for a department of 150 employees within a Dutch regional grid operator.
