Stakeholders withdraw support for waste-to-energy projects quietly before they withdraw it formally. Projects involving this area of project and portfolio delivery are rarely late all at once; they are late a day at a time. This programme builds the practice within project and portfolio delivery from first principles, without padding and without omitting what matters. Teams frequently over-invest in documenting waste-to-energy projects and under-invest in testing it. Applied research in project and portfolio delivery consistently shows that early structure around this aspect of project and portfolio delivery reduces downstream rework. Sessions alternate between guided analysis of the practice within project and portfolio delivery and supervised application. They leave able to brief senior management on waste-to-energy projects in terms that support a decision. The content is relevant to those who own this aspect of project and portfolio delivery and to those who are held accountable for its results. Participants leave with a first-ninety-days plan for this part of project and portfolio delivery rather than a set of notes.
Expected Learning Outcomes
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Present the case for investment in waste-to-energy projects in terms that a finance function will accept.
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Build a schedule for waste-to-energy projects with a genuine critical path and realistic durations.
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Set a realistic target state for waste-to-energy projects and a defensible route to it.
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Estimate cost and effort for waste-to-energy projects using more than one method.
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Plan resource and capacity for waste-to-energy projects against other commitments.
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Build the reporting on waste-to-energy projects that gives early warning rather than reassurance.
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Review contracts and agreements for the obligations they create around waste-to-energy projects.
Who Should Attend
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Client and stakeholder representatives monitoring waste-to-energy projects.
