DUE DILIGENCE

The best projects are supported by expert evaluation of readiness for the next decision threshold.  Whether for an acquisition or project sanction, an independent assessment of the risks and uncertainties helps to counterbalance the unwarranted optimism that often occurs during a business developmentā€™s pre-investment stage.
EXPERTISE

LEADERSHIP DEVELOPMENT

Successful asset developments are delivered by people - creating the right organizational strategy takes into account the strengths of the owner staff as well as the procurement and contracting strategy.  Developing the next generation of leaders requires a careful choice of assignments, formal training opportunities, and mentor/network relationships.
EXECUTION PLANNING
The Project Execution Plan is the road map for how the project will be implemented successfully, including the strategies for supply chain, staffing, engineering and construction management, and operational readiness.
PROJECT DELIVERY SYSTEMS

Successful project delivery systems must do three things:  1) develop and deploy people into the right roles,  2) provide clear expectations for the work required, and  3) establish the governance model for how major decisions will be made.

M&A IMPLEMENTATION

Firms are increasingly relying on mergers and acquisitions to grow their businesses, and the best implementations run seamlessly through the pre-close, mandatory, transition, and maturation phases.  At the end – original objectives are met, employees are energized, and best practices have been identified and embedded across the enterprise.

MANAGING THE UNEXPECTED

Unanticipated events are common in major projects – arresting them early requires skills beyond safety and risk management programs.  The HRO (Highly Reliable Organization) principles developed by Kathleen Sutcliffe and Karl Weick represent the most advanced thinking in this area – and are relevant to every team.

 

BUSINESS FRAMING

Today's relentless pressure to do more with less requires a 4-dimensional plan:  1) simpler, lower cost project concepts,

2) better market understanding and supply chain strategies, 3) leaner, more efficient organizations, and 4) intense risk and performance management.

 

 

TRANSFORMING COSTS AND EFFICIENCY

The front end of projects is the “value creation” stage.  Properly handled, this stage ensures that the opportunity is fully characterized, external and internal drivers are managed, a complete suite of options are evaluated in a robust way, the best alternative is chosen, and stakeholders are fully aligned.