Project Implementation

Project Implementation

Keeping things on track; on time; on budget

Many change initiatives fail to deliver results due to poor attention to detail throughout the planning and implementation phases.  At Pi we know a thing or two about ensuring that projects are delivered on, time, on budget and in line with expectations.

In recent years we have all seen the impact that has been brought about by items such as volatile economic conditions and legislative change.  Organisations simply cannot afford to fail on their responses to such dynamic conditions.  Effective transition management has become an essential aspect of meeting ones business objectives.

At Pi, our team uses a tried and tested process to capture your objectives and convert these into a winning transition plan, which uses appropriate resources and places ownership in the hands of your own people. We have the experience and standing to:

• provide leadership, co-ordination and management of the most complex projects
• project manage across large multi-disciplined teams
• see projects through to timely and successful completion.

Project Example - Clarity

There are often projects that arise where the existing in-house team have the skills to manage the project but are fully employed with their "normal" work. While they could employ someone on a temporary basis the role may not be a full time or even substantial part time role. One solution is to use Pi Consulting.

In one case the client already knew us from a variety of projects. This meant that we knew their ways of working and already had many contacts with them and with their advisers.  Their three defined benefit schemes were all approaching a valuation and the previous valuation process had put considerable strain on the in-house team. They were determined that the process would be managed more effectively this time.

Code of Practice 3-"Funding defined benefits" places responsibility for delivery against the action plan in the hands of the trustees.  This project ran over 18 months with Pi taking the first steps of:

• drafting the action plan/valuation timetable including the statutory deadlines
• scheduling the trustee meetings for the schemes and the meetings of the funding sub-committee established for the project
• defining and implementing a coherent trustee training strategy.

These initial steps sound simple but in fact the challenge of recording the availability of trustees, client employees and advisers to the schemes and the company and then fixing the dates of meetings over this period cannot be overestimated. In addition rooms of the necessary size need to be booked and any other practical issues dealt with. It was also helpful to record in advance the purpose and objectives for each meeting so that the plan had a good chance of delivering within the timescale and any slippage would be readily identifiable.

In addition to overall project management responsibility Pi Consulting also took the role of the Secretary to the Funding sub-committee, drafting and agreeing minutes, circulating documents and organising the detail of meetings.

Our understanding of the pensions industry, knowledge of the firms and individuals involved and of the legal framework for the project all contributes to our ability to keep on top of the project and will ensure that the appropriate outcomes are delivered.