A vague scope. An international team ready to deploy. A client already stalling on payment. The programme needed the picture to be clear before anyone got on a plane.
Scoped, agreed and confirmed before mobilisation.
Negotiated and confirmed before the team left for site.
Mapped end to end, with a day-by-day run sheet.
A major copper mining operation in the DRC had committed to uplifting asset management capability across the mine. The consulting team was assembled and ready. But the scope was loose, no payment milestones had been agreed and the client was stalling.
Getting the programme off the ground required sorting the foundation first.
I was brought in to project manage the scoping phase and mobilise the international team. The programme needed a foundation before it needed consultants on site.
The client and consulting team hadn't reached agreement on what the programme would actually deliver. The workshop created the conditions to do that.
Client-signed deliverables agreed before anyone left for site. No ambiguity, no room for disputed expectations.
Seven stages negotiated. The client could no longer defer behind a vague brief.
A master project plan and day-by-day run sheet built before mobilisation. The team arrived prepared.
Visas, travel and logistics resolved. International team deployed to the DRC on schedule and ready to work
Let’s talk about where things are stuck, what decisions need to move, and how to create momentum.
Talk with Rebecca
Alignment reached in a single day.
