Scope on supply chain redesign projects expands through small agreements made in isolation. A schedule for redesign projects without a critical path is a wish list with dates. Participants gain a realistic view of what this area of project and portfolio delivery costs and what it returns. Mature organisations treat supply chain redesign projects as a standing capability rather than a project that finishes. The difficulty is not agreeing that this aspect of project and portfolio delivery matters — it is deciding what to stop doing to make room for it. This programme builds redesign projects from first principles, without padding and without omitting what matters. It is written for people who have to make supply chain redesign projects work with the resources they already have. Participants test their assumptions about redesign projects against scenarios designed to break weak ones. It ends with a prioritised list of changes to the practice within project and portfolio delivery that the participant is prepared to defend internally.
Expected Learning Outcomes
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Build a register of the risks attaching to supply chain redesign projects and keep it current.
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Manage contracts and suppliers delivering parts of redesign projects.
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Draw practical lessons from failures in supply chain redesign projects without assigning blame that suppresses reporting.
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Build the reporting on redesign projects that gives early warning rather than reassurance.
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Build the internal capability for supply chain redesign projects rather than depending on external support indefinitely.
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Track progress on redesign projects by earned value rather than by activity completed.
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Manage stakeholders of supply chain redesign projects according to influence and interest.
