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A project initiation document or checklist completed an handed over from HoM to delivery team to ensure all the information on a project is provided to the delivery team and smooth intro transition of the client relationship to the delivery team with HoM just kept in the loop at key stages once project delivery has started

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A project initiation document or checklist completed an handed over from HoM to delivery team to ensure all the information on a project is provided to the delivery team and smooth intro transition of the client relationship to the delivery team with HoM just kept in the loop at key stages once project delivery has started

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Ideally be good to have one click amazon invoicing 

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Ideally be good to have one click amazon invoicing 

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access to a tracker to see status of delivery and when associate POs sent and invoices sent to the client-way for HoMs to see this info

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access to a tracker to see status of delivery and when associate POs sent and invoices sent to the client-way for HoMs to see this info

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How we handle changes in personnel - in terms of delivery team or at client end.

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HoM acting as Relationship / account mgt role and be clear on roles at beginning planning stage

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HoM acting as Relationship / account mgt role and be clear on roles at beginning planning stage

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clarify roles when HoMs transition out and handover client relationship - whilst keeping HoM in the loop on strategically important clients and attend key meetings and point of escalation to loop in HoM

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clarify roles when HoMs transition out and handover client relationship - whilst keeping HoM in the loop on strategically important clients and attend key meetings and point of escalation to loop in HoM

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I would encourage us to ensure we have a really strong focus on developing and sharing 'golden threads' throughout DM in terms of key principles and values, that show how the way our DM works embodies really strong and well developed client/customer service skills/characteristics

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to be led by delivery mgt team? Meetings set up as necessary etc? Not left to delivery lead.

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roles are blurred at this stage and dependent on how fleshed out the project - where it is a close contact HoM plays a larger role - strategic relationship. Manage tension of who does what while HoM involved if strategic relationship - process issue of Project Mgt Team

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roles are blurred at this stage and dependent on how fleshed out the project - where it is a close contact HoM plays a larger role - strategic relationship. Manage tension of who does what while HoM involved if strategic relationship - process issue of Project Mgt Team

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Clarity over stage at which PO/Invoice etc is at re relationship management

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Clarity over stage at which PO/Invoice etc is at re relationship management

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If HoMs need to get involved in relation to relationship management with either institution or an associate then need to know who to follow up with (e.g. consultancy/ international/ finance)

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Currently we see different approaches being adopted for each of planning/delivery/post delivery stages depending upon individual KID or associate preferences/ways of working - how will we be ensuring and supporting consistency here?

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Make sure all project outputs are submitted to us as well as client and stored for future reference clearly

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Responsibility and accountability: it should be clear who is responsible for managing various aspects, at all stages so it is clear who will address the particular aspect of delivery and so that this is consistent across projects/programmes

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raise sales invoice reqs in time

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Ensure that staff responsible for the tracker directly liaise with delivery leads where these are associates to ensure the tracker is up to date (this is inconsistent at present)

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The planning of delivery needs to be supported by a designated DM partner/case manager - so that each project has a name in DM team that is the 'owner' and tracks it, can be the contact - this will greatly assist in closing gaps and ensuring a consistent client/user experience

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Lines of accountability and clarity on role from project 'won' to project initiation who's responsible. 

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Lines of accountability and clarity on role from project 'won' to project initiation who's responsible. 

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notifications to HoMs when stages within the tracker are completed

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notifications to HoMs when stages within the tracker are completed

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A clear approach to allocating QA resource to projects - so clear cost or pro-bono decision-making and understanding of who are our QA pool for different types of work. Do we allow long-standing associates to do QAs for themselves or others?

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Development of proposal to align with project initiation document and be consistent structure of proposals

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Development of proposal to align with project initiation document and be consistent structure of proposals

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Reporting needs to be consistent across key measures, so HoMs receive the same information about all projects/programmes, that aren't unique or dependent on the project lead

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version control of proposals and Price calculator consistency and use of D365 document upload

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version control of proposals and Price calculator consistency and use of D365 document upload

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clarity on selecting associates at fellowship

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clarity on selecting associates at fellowship

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HoMs need to have access to, be aware of, copied into, reports, outputs, evaluation, feedback and other material results of a piece of work. We need to be aware that somethjing is finishing so we can be connected back into the client for approriate convos

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One consistent central place for accessing trackers etc, that doesn;t require VPN to access (once HoM's back to F2F meetings will be accessing from trains etc regularly. Currently info in CRM, GAteway (project codes) Sharepoint etc etc

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A handover back to the HoM from the project lead so they can pick up next steps with client

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HoMs receive evaluation/feedback automatically, 

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HoMs receive evaluation/feedback automatically, 

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so can link with a follow-up conversation with institution to ensure they are satisfied with work, + can also have follow up conversations re possible future work or repeat iterations

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Something more than satisfaction - engagement, impact?

A focus on 'where next?' to identify progression of opportunity beyond project/programme

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understanding who would deliver the work and process of selecting an associate - meetings with associates to brief - ensuring variety of associates used on programmes

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understanding who would deliver the work and process of selecting an associate - meetings with associates to brief - ensuring variety of associates used on programmes

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consistency of how we communicate from HoM to delivery team via D365 or Email

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consistency of how we communicate from HoM to delivery team via D365 or Email

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Updates on key stages of project/programme delivery - in the form of a tracker which HoMs can access and filter by their institutions

Issues/challenges

Emerging opportunities

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ownership of communication with the client member etc 

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ownership of communication with the client member etc 

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Immediate post contract run up to start of delivery - has been a significant issue - consistent and timely comms to ensure they are comfortable and prepared for what is coming - dates/times/connection with associate/staff member etc

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clarity of handover criteria and tick list of things that must be covered and provided for this stage

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clarity of handover criteria and tick list of things that must be covered and provided for this stage