Mobilisation and Transition

I was asked to work on a significant tender for a tier 1 contractor who were entering the maintenance market in the Water Sector. Using my knowledge of Mobilising major maintenance contracts, I developed a response to the mobilisation and transition question including a detailed programme which scored 100% of the marks allocated to this question by the client.

My client was delighted when they won the tender and asked me to support in the Mobilisation and Transition phases of the 10-year contract. This included further development of the detailed mobilisation programme and project management of the mobilisation phase for the busy mobilisation team. As this critical phase progressed, we were asked to increase our scope to support in the development of the new team required to deliver the contract and in the development of the right collaborative behaviours to ensure success.

Developing a new team

Setting up an engaged and high performing team including TUPE’d employees from the outgoing contractor, the contractor’s own employees and a significant number of new recruits is not an easy task. Our client needed help to ensure that early contract deliverables were achieved and wanted to be able to build client relationships and develop an understanding of operating processes as quickly as possible.

We recommended an employee survey as a quick and efficient way to get an understanding of how people were thinking and feeling about the transfer and the new contract. Working with the new management team we designed a bespoke employee survey to be completed on mobile, tablet, desktop, and paper. We managed the process from end-to-end completing the work with a feedback workshop for the leadership team to ensure that they understood the results and were able to develop actions to make improvements.

Collaborative Behaviours

Over a series of detailed discussions with the senior leadership team from both contractor and client, roles and responsibilities were developed and the commitment to the process was ensured. The wider management team were then involved in a series of workshops to develop and agree the joint objectives and values required for the contract to achieve success and the behaviours that would support this. The process developed a clear roadmap for success with a greater level of understanding and ownership of the requirements.

Work to jointly develop a collaborative approach with agreed behaviours really set the contract off on the right foot. The survey and feedback process enabled the new management team to remind people of the behaviours and standards required on the new contract. They were also able to take immediate action on peoples’ feedback about working practices that worked well, what could be improved and what needed to be changed.

Their clients were delighted when early-stage contract targets were met, and our client acknowledged this was a direct result of our work and use of the survey which directed their focus.

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