How can a project health check improve successful delivery?

At Cube Construction Consultants, we create the space for you and your projects to succeed. 

We understand your appetite to build relationships with key clients, win work and deliver successful, profitable projects. This can often be hindered by the availability of internal resource, lack of or limited technical experience or just the need for clear direction and motivation of the project teams. These challenges, if not proactively managed, have the potential to erode margin, sour relationships and cause conflict. 

Our project health check offers a proactive way to start a project with clear direction or, at key project intervals, it provides an opportunity to press the re-set button and define the priority actions ahead. 

An independent evaluation of projects

Cube’s bespoke approach is to focus on actionable solutions for construction projects. 

Our project health check is an independent assessment based on project needs, team strengths or limitations and senior management observations. 

With real-time, objective evaluation we review deliverables, procurement, project planning, process implementation and client communications. These elements provide the crucial information for an effective project start or a vital means to appraise its ongoing status. 

Phases of a project health check

1. The Listening Phase

Phase one is all about listening to the project team. 

We’ll listen, chat and work with a range of team members. The aim is to understand relationships, clarify roles and responsibilities and establish clear channels of communication amongst stakeholders, contractors and throughout the supply chain. 

Key questions answered:

  • Which team members are included in coordination events, meetings, inspections, client communications? 
  • How do the current relationships impact project performance and stakeholder relationships?
  • What are the lines of communications? 
  • What does the delivery team understand of the subcontractor’s scope of works, attendances and progress status?

2. The Evaluation Phase

Once we’ve established clear lines of communication and understood key relationships, we move into the evaluation phase. This involves several performance related stages which assess health and safety, quality, best practice, procurement processes and actual progress of works against agreed deliverables. 

This is not just about documentation, our approach is to get out on site, talk to managers, subcontractor supervisors and operatives to get their perspective of progress – challenges and success, to give us an independent snapshot of all factors contributing to the project. 

Key elements evaluated:

  • Health and Safety performance – Is statutory documentation being satisfactorily completed? Do subcontractor submissions reflect the site constraints, responsible parties and programme logic? Who is forward planning to manage the distribution of information?
  • Procurement – What is the status of secured procurement? What is the process for new procurement? Do the subcontractor start dates relate to the current programme? Are sufficient lead-in times allocated and identified? Does the procurement plan identify the subcontractor design responsibilities and coordination requirements? 
  • Programme and progress – Does the programme content reflect the actual scope of works? Is it logical? Is the recorded progress to date an accurate reflection of completed works on site? 
  • Design management – How are the design elements being managed? What process, controls and gateways are being applied to ensure successful and timely completion?
  • Applying best practice – Are the team conscious of operating best practice options to the management of the works and its interaction with stakeholders and community? How does the project represent the company’s image within the community? How are the team considering the quality of the workspace for all their colleagues on site?  
  • Performance against deliverables – How is the project team being supported to realise the technical, social or practical tender deliverables? Have the commitments made during the tender period been recognised? Has the pre-construction team communicated these clearly to the delivery team for implementation?  

If correctly implemented and communicated, these commitments provide evidence of contract compliance, offer performance data and can be referenced in future tender opportunities.

We want to provide a clear summary based on the  listening and evaluation phases. It’s this summary which will define and inform the recommendations

3. The Planning Phase

With all the relevant data gathered and an independent view of the project status and performance, we can combine everything to create a proactive action plan for the project team to implement. 

Key outcomes to support project delivery:

  • Summary of findings – We review the evaluations, prioritise the findings to define areas of performance that need redirection, clarity or further investigation. Our independent review is based on facts, not conjecture or feelings determined by any personal investment in the project. 
  • Recommendations – We provide a clear and concise record of recommendations evidenced against the report observations These are direct and specific to the project status and challenges and provide a clear objective structure for consideration by the project and senior management team. 

All recommendations are considered and provided within the context of project risk, resource availability and current roles and responsibilities. 

  • Forward looking action plan – We’ll then take the priority recommendations and formulate them into a cohesive plan with priority tasks allocated to those best placed for ownership. This plan is mindful of actual status – progress onsite, procurement to date, design completion status and existing roles and responsibilities. 

The objective is to reconcile those “actuals” with the project needs to find the most appropriate action plan for the project and the team. 

  • Project Team debrief – Once the plan has been established and shared, it’s time for a debrief. Cube attend a meeting with the team to discuss the content and consider the proposed solutions. 

We are focused on providing support, mentoring, and working knowledge to the project teams. The project debrief makes all the difference to the long-term outcomes of project redirection and successful completion. 

How can a project health check from Cube benefit you?

With our tailored support we empower your teams with increased capability and working knowledge. You’re provided with an independent project health check report.  It highlights what actions could be considered to address any challenges and secure your defined project outcomes.    

See for yourself how a project health check at an iconic visitor attraction helped ensure the project was developing as planned.

For more information about our project health check service, contact Mark or Nicola on 0115 7060338 or email us [email protected].

Would you like to work with us?

Experts in construction management, business growth, project audit and evaluation, consultancy and planning and training and development we can help you to identify, secure, plan and deliver construction projects in the best ways possible.

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