Projects involving logistics cold chain projects are rarely late all at once; they are late a day at a time. Most recovery effort on chain projects is spent on problems that were visible early. Moving the practice within project and portfolio delivery from written policy into daily practice is not achieved by a single decision. The programme works equally well for those formalising logistics cold chain projects for the first time and those improving an existing approach. The programme builds the judgement to know which parts of the project and portfolio delivery capability to standardise and which to leave flexible. Exercises escalate in difficulty, ending with the ambiguous situations that make chain projects hard in practice. Where logistics cold chain projects is measured, it improves; where it is only discussed, it drifts. The programme is built to be used, and every section of chain projects it covers ends in something applicable. The closing exercise tests whether the participant's plan for this strand of project and portfolio delivery survives a hostile question.
Expected Learning Outcomes
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Build a register of the risks attaching to logistics cold chain projects and keep it current.
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Design the governance and decision rights for chain projects.
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Identify and quantify the risks to logistics cold chain projects and assign owners.
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Verify that improvements to chain projects have held six months after they were introduced.
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Define the scope of logistics cold chain projects precisely, including what is explicitly excluded.
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Manage dependencies between chain projects and other initiatives.
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Review contracts and agreements for the obligations they create around logistics cold chain projects.
