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Method

Ten areas decide cost and schedule.

Governance is the base, and nine interconnected processes rest on it, from feasibility to lessons learned. In each area we check four things: whether the process exists, whether it is followed, whether it changes decisions in time and how much a tool or an agent already does.

The ten areas

  1. 00

    Governance and RACI

    We help the company set who decides, who carries out and who is accountable for each task in its projects, with a RACI matrix shared across the portfolio. It is the base on which the other processes rest.

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  2. 01

    Feasibility and gates

    A renewable project goes through several investment decisions before it is built, from the feasibility study that takes it out of prospecting to secured offtake. We help the company take all its projects through the same phases and the same gates, with written gate criteria and a capitalisation policy consistent with them.

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  3. 02

    Risk management

    We implement a risk register common to the whole portfolio, opened at feasibility, that gives each risk an owner and a plan and, where appropriate, a specific share of the contingency.

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  4. 03

    Planning

    We structure planning around a master plan per technology and country, from which each project's schedule is derived, and an update cycle designed to detect delays while they can still be recovered.

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  5. 04

    CAPEX control

    We organise CAPEX control around the final cost forecast, updated every month line by line and connected to the financial model, so that every deviation is read in terms of returns and answered with a quantified recovery plan.

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  6. 05

    Contracts and changes

    We put order into the contracting strategy, the interfaces between contractors and the control of changes and claims, so that every variation is valued before it is approved and no contractual deadline expires without anyone noticing.

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  7. 06

    Readiness

    We design the readiness lists for the three gates of a project, into development, construction and operations, so that each step is signed off by the person accountable for it and any gaps the project moves ahead with have an owner and a date.

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  8. 07

    Document management

    Dozens of companies take part in a renewable project and produce thousands of documents, many of which remain necessary for the whole life of the asset. We design the document management system so that this information is reliable from development onwards and arrives complete at every change of phase and every due diligence.

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  9. 08

    Handover

    The three transfers in a renewable project, from development to construction, from construction to operations and from the project to asset management, tend to be the points at which most information is lost. We design each one as a formal acceptance, with a package defined from the start of the phase and minutes signed by both the party handing over and the party receiving.

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  10. 09

    Lessons learned

    We design the lessons learned process so that every significant lesson ends in a change to the company’s standards, such as a procedure, a contract template or a time or cost estimate, before the next project starts.

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  1. 10 Agents and applications
  2. 09 Lessons learned
  3. 08 Handover
  4. 07 Document management
  5. 06 Readiness
  6. 05 Contracts and changes
  7. 04 CAPEX control
  8. 03 Work planning
  9. 02 Risk management
  10. 01 Feasibility and gates
  11. 00 GovernanceRACI matrix
  1. 01Governance
  2. 02Processes
  3. 03Agents and applications

Method 00Governance and RACI

How we apply it

The method is behind every service.

We apply it when we assess how a company manages its projects in the free diagnostic, when we review a project before it is acquired, when we set up a company's project management office and when we lead a project as interim Project Manager. What we know how to do shows in the processes we leave running.

  1. Maturity diagnostic

    We give an independent assessment of how the company manages its projects across the ten areas, and deliver in writing what should be improved and where to start. It is the first stage and carries no cost.

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  2. Technical due diligence for acquisitions

    We review a project or portfolio before it is acquired with the eyes of whoever will build and operate it: execution risk, how realistic the CAPEX and schedule are, and how mature the permits and grid connection are.

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  3. Outsourced PMO

    We set up the company's project management office and run it month by month, for companies that are building one or prefer not to have it in-house. When the company decides to take it over, we hand it over up and running. If the company asks for it, the office brings in automation and artificial intelligence.

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  4. Interim Project Manager

    We put a senior Project Manager in charge of a project for as long as the company needs, full-time or part-time, and hand it back in an orderly way when the permanent manager arrives.

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What is checked

Ten areas, seen through the same four criteria.

  1. 01Whether the process exists
  2. 02Whether it is followed on every project
  3. 03Whether it changes decisions in time
  4. 04How much a tool or an artificial intelligence agent already does

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