Faithful+Gould provided programme and project management services to deliver approximately 20 retail banking projects with values typically in the order of £100,000, with a target for the project to be completed within a 2 month period from instruction. We assigned a programme manager who acted as the principal co-ordinator of activities and then assigned appropriately experienced project managers who were geographically aligned to the projects.
The key challenge on this programme of retail banking upgrades was that the projects had to be delivered within an extremely short timescale, 2months from initial instruction to completion to meet financial year end requirements. They also had to be carried out to allow business as usual to be maintained. The primary delivery partnership for these projects was with the contractors as the procurement route was via a design and build option. Each of the contractors involved with the programme was represented during the programme meetings and daily contact was maintained at project level between them and the individual project managers.
Due to the compressed timescales the business case was based on the initial estimates, which in turn were utilised for the scoping documents and meetings. The project scopes were tailored during the project initiation phase whilst maintaining the integrity of the design brief. Due to the challenging timescales the client elected to maintain a small programme contingency, however as the projects moved further towards successful completion this was released under a change control process to allow some “opportunity works” to be accommodated by the projects. Each of the projects were delivered on time and contingencies remained which were able to be spent on additional works requests from the client. Our programme focused approach ensured that our client was able to achieve the successful delivery of the projects within a business as usual environment.
We established our own internal programme office assigned to this programme of works to ensure that a consistent approach to the delivery of the projects was maintained. The project managers running each of the projects were tasked with scoping the projects out to the contractors and managing against the individual project budgets which had previously received business case approval. The project managers provided regular project reports to the Faithful+Gould programme manager who then consolidated the information to allow single point accountability and reporting to the clients’ project delivery manager. Regular programme meetings were held to communicate best practice and to consolidate and coordinate the information and reporting.
The projects were successfully completed within time, within budget and were recognised by the client for flawless delivery.