Project Introduction.
modernisation of project management & project controls practices
South East Water (SEW) is a water utility company, providing water and wastewater services to customers in the South East of England, covering areas such as Kent, Sussex, Surrey, Berkshire, and Hampshire. Since their transformation from a public service to a Private company 30 years ago, SEW had been slow to adopt technology, project management and project controls practices and required additional support to modernise them.
The Problem.
SEW encountered significant challenges in their project controls practices. Outdated methodologies hindered operational efficiency, as established processes were frequently overlooked or disregarded. The absence of seamless systems integration further exacerbated the situation, resulting in fragmented data management and compromised decision-making. Insufficient project controls expertise within the team contributed to suboptimal performance, highlighting the need for targeted training and skill development. Additionally, stakeholder engagement posed difficulties, with communication gaps hindering effective collaboration.
This host of issues necessitated a comprehensive overhaul of SEW's project controls framework to ensure alignment with contemporary industry standards and to foster sustained improvement in project management processes.
Our Solution.
Movar conducted an IPC Assessment to evaluate the level of maturity of SEW. This included Governance; Performance Measurement Baseline; Change; Cost; Risk; Schedule; Interface Management; Earned Value; Progress Monitoring & Reporting; Information Management and IT Services.
The IPC assessment identified opportunities for improvement which were scoped together with an implementation plan. A key action plan and Road- Map was established and each element executed following using the Movar POPIT Model which focuses on People; Organisation; Processes; Information and Technology improvements. SEW had small budgets available for wholesale changes, thus improvements providing the greatest benefit while requiring relatively little resources were prioritised. This created the efficiencies required for future improvements.
