Operations are a process intensive area of an organisation's capabilities …

These capabilities are amenable to high performance programme and project management and process development techniques focused on creating customer value.

One of our most widely deployed services is in building high performance programme and project management capabilities based around a rigorous approach to performance management.

TRIMENTIS also introduces lean six sigma concepts employing the full portfolio of process development techniques, removing waste in the form of lost time, surplus handovers and unwanted interfaces to significantly improve operating performance and capacity, service levels, quality, and organisational capabilities.

Experience demonstrates that saving time in process intensive areas not only reduces costs directly but also reduces opportunities for defects.

The outcome … costs go down, quality goes up and so the value created for all stakeholders is increased.

Examples of our capabilities …

• Programme and Project Management
• Partnership Development

Programme and Project Management

Our approach has supported the delivery of over £2 billion worth of civil engineering projects plus many additional internal change and development programmes and projects.

Programme and Project Management is the high level activity of creating conditions for success through the clarification of priorities, securing necessary resources and driving teams forward according to a high level plan that is regularly and systematically reviewed along with the management of risk and opportunities.

As a first step, the strategic context is established for the project and supporting teams including partners and suppliers, drawing on elements from the Strategy Formulation Process. A shared clarity and commitment to a strategic context is a known critical success factor for high performing teams whilst other organisations and projects typically realise only about 60% of their strategies potential. Working towards a shared purpose and understanding how to contribute to its success is regularly shown to be the number one motivator for staff in research studies.

A highly rigorous approach to performance management and continuous improvement using elements of the Performance Management Process is then established early in the project, underpinning the delivery of an effective and efficient work environment in which people and partners at all levels know who is doing what, when and how. A rigorous approach to performance management is a known critical success factor for high performing teams whilst others typically achieve just over 50% of what they set out to do on a day-to-day basis.

A significant emphasis from the start of project operations is placed on people development to create highly effective working relationships, backed up with coaching and development in a range of practical tools and techniques aimed at developing powerful new skills, attitudes and behaviours. A relentless attention to relationships is a known critical success factor for high performing teams whilst for others when major issues affect performance, over 80% are caused by a problem in relationships.

Through this approach a wide range of staff experience the benefits of working in a high performance environment supported by best practice tools and techniques, enabling the transfer of new skills, attitudes and behaviours to subsequent projects, helping to build a repeatable capability between projects and over time.

Partnership Development

Performance leading organisations recognise that a systematic approach to partner relationship management is as important as customer relationship management. Partnership Development is all about championing the partner relationship to amplify the organisations capabilities for mutual benefit.

Similar to CRM and customers, contact with Partners happens throughout the value chain from strategic planning through product and market development including work winning, and on into operations and customer service. It is a critical capability of performance leading organisation who orchestrate these multiple and complex relationships for maximum effect.

All the same people, process and technology approaches used to manage and lead the internal teams of an organisation are necessary for managing and leading external 'partner' teams. Unfortunately this level of commitment to external relationships often falls short of the necessary standards required to fully exploit the valuable skills, knowledge and expertise brought by strategic partners.

Outside help is often engaged to 'sort out' a failing Partner when in fact it is discovered that the root cause of the slow deterioration in relationships is due to a lack of regular and systematic involvement between parties on the fundamentals of management and leadership. It is rarely the cause of a 'content' issue such as the quality of a service or lack of technical expertise. Fortunately this is something that is relatively easy remedied once both parties develop a shared understanding of the strategic priorities and jointly develop effective ongoing performance and change management.