| | |
| Programme | Ownership | 'Project Management' with no buy-in from any other function | Ownership was an integral part of the new philosophy and everyone owned the programme for the task or packages that they were responsible for. |
| Bad interfaces (illogical links) | 500 was termed good! | Zero was achieved and maintained. This created no surprises. |
| Costs | Charging numbers | 53,000 - equates to 66 for every engineer! This was totally out of control and not linked to the programme. | Approx. 300 with owners and programme all integrated into the Work Breakdown Structure and programme. |
| Cost to Complete | Unknown. Project Management guess based upon scant knowledge of future programme. | Fully integrated into costing system. |
| Risk | | Assessment of risks undertaken by Engineering but no link to costs or programme. No risk mitigation plans, accountability or evaluation of contingency requirements. | Fully integrated risk assessment. management and avoidance/recovery systems with positive spend to save attitide at all levels in the organisation. |