deliver / collaborative project delivery

By the end of the programme, participants will be able to:

• Set a clear vision and brief for a project, and agree the challenge it sets the team

• Write a project charter that sets out purpose, vision, challenges, success criteria and the behaviours every party signs up to

• Build champions in every party involved in a project

• Write the project’s goals into the top level of its contracts, so they hold through to delivery

• Plan for the pressure points that test a project, from user acceptance to the point where the design is fixed

• A shared mindset and a drive to do better across the whole project team

• Everyone clear on what to do and when, and how to get the most from the project within its constraints

• Agreed behaviours: working ethically, honestly, fairly and openly, and valuing what everyone brings

• Risks dealt with early, saving time and cost

• Performance tracked during the project and reviewed at the end, with lessons ready for the next one

Pre-workshop questionnaire
A short discovery conversation and questionnaire about the projects your team runs and who is involved in them. This shapes the case study and examples used on the day.

Full-day core workshop (in-person or virtual)
Your team works through a case study built around its own projects. Every session pairs a short input with practice, so the team leaves with a draft charter and a plan for the pressure points ahead.

Follow-up virtual meetup (2 hours, 1 month later, optional)

• Review how the new approach is being used

• Work through anything that needs further work

• Identify any remaining gaps

09:30 - 09:45 | Welcome and context
Introductions, aims for the day and the three stages of a project team: coming together, staying together and working together.

09:45 - 10:30 | Mindset and approach
Setting the mindset, getting clear on the process and monitoring performance. The team looks at how it builds a drive to do better, knows what to do and when, and tracks the gap between plan and result. It then rates a current project on each and agrees one habit to start with.

10:30 - 11:15 | Clarity of vision and brief
How a brief changes as competing demands are weighed, and why complex projects carry more risk. The team writes a vision for the case study and agrees the challenge it sets.

11:15 - 11:30 | Break

11:30 - 12:45 | The project charter
A charter written together and signed by every party, covering purpose, vision, challenges, success criteria and project values. The team drafts a charter for the case study, then role-plays the meeting where each party challenges it and signs up.

12:45 - 13:30 | Lunch

13:30 - 14:15 | Champions across the project
The project manager as champion at the centre, with a champion in every party, from the sponsor and policy leads to specialists, advisers and end users. The team maps the champions on a current project and role-plays bringing one on board.

14:15 - 14:45 | From brief to contract
Setting the project’s goals at the top level of the contract, so they carry through the requirements and the supplier’s proposals. The team follows one goal from the case study’s brief into its contract.

14:45 - 15:00 | Break

15:00 - 16:00 | Pressure points and what works
Managing risk early: a top-down approach, early expert advice, work in phases and options tested before they are agreed. Then the pressure points: user acceptance, assurance concerns, commercial differences, team buy-in, cost certainty, time pressure and the point where the design is fixed. The team takes one pressure point, role-plays the conversation and agrees its response.

16:00 - 16:30 | Commitments and close
What each participant will do differently, and the habits the team agrees to keep, such as going back to the charter at each stage of a project.