PROJECT MANAGEMENT, INTERIM MANAGEMENT, CONSULTANCY
PORTFOLIO, PROGRAMME & PROJECT MANAGEMENT
What is the difference between a portfolio, programme and a project? Am I managing a portfolio or programme? How do I manage whatever I have, to deliver the required benefits or products to time and budget? How do I manage risk and change to minimise the adverse impacts? These are just a few of the many hundreds of questions which we hear.
Tavistock Associates have over 20 years experience in the management of portfolios, programmes and projects spanning high-technology development and production programmes to internal business change. It is very likely that if you are experiencing an issue now, we've seen something similar in the past and therefore will have potential solutions to solve your immediate problems.
Project management services are offered on either a man-day rate or fixed price work package basis.
PROGRAMME/PROJECT MANAGEMENT OFFICE START-UP AND IMPLEMENTATION
It is vitally important to the success of a programme or project to set up and start the job in the right way; having the work scope, desired benefits, deliverables, plans, schedules, budgets, management roles and responsibilities and appropriate control systems established and set to work. It is far easier to do so from the outset than try to introduce at a later stage when staff are focused on "doing the job".
Tavistock Associates have experience in the set-up of two major (£'00 million) projects which it is able to call upon to ensure that your project is set up appropriately to maximise the probability of a successful outcome.
BUSINESS PROCESS RE-ENGINEERING
Organisations are constantly challenged to reduce their costs, often by "doing more with less". Sometimes investments in infrastructure have been made which fail to achieve the advertised benefits because organisations continue to work in the same way as they did, and hence the benefits of the new infrastructure are not realised.
Businesses do not exist in a vacuum, the environment in which they operate is changing; politically, economically, technologically and socially. Their competitors are changing too. To maintain or grow a position in an industrial sector or markets, businesses need to develop long, medium and near term plans to take them forward.
Innovation is not just about development of the latest "must have" product, although for many businesses this is extremely important to achieve or maintain a competitive advantage. Innovation in business is far more than this; it entails how businesses improve their ways of working (process innovation - from marketing, design and development through to production), service offerings, to the products themselves. Innovation can be radical (the "game changer") or incremental (product evolution). Whatever the context or environment, innovation must be managed if the desired benefits are to be achieved.
CONTRACT & SUPPLIER MANAGEMENT
Many modern organisations rely upon suppliers for goods and services beyond the traditional "bought out" finished parts and raw materials, including the development of key product or service capabilities and the supply of services that would have been traditionally conducted "in house" (i.e HR, finance and administration tasks). These may be purchased via traditional customer-supplier trading arrangements through to partnering agreements. Similarly, for every organisation which is the customer of such services, there a myriad of potential suppliers.
Businesses must be cognisant of and manage appropriately stakeholders across its business, recognising that these may reside in their company, in those of customers or suppliers, or in wider society. All stakeholders have a number of means at their disposal for making their opinions heard, and sometimes felt.
Interim management positions of 1-6 months duration covering Programme/Project Management, General Management and Strategic Planning functions are available by negotiation. We are happy to consider longer assignments if required.
Tavistock Associates Ltd.