Services

What sets us apart is bringing our clients seamlessly into the Fourth Industrial Revolution (4IR) by integrating from the onset new generative Artificial Intelligence (AI) and technology; customised for specific project, programme portfolio and / or mainstreamed throughout business procedures. We can introduce existing software better suited to baselined needs; customise these software programmes or develop new AI-based technologies, intellectually the property of our client, aligned to existing business operational practices and techniques which we can also update holistically. Additionally, draft new procedure manuals accompanied by course curriculum development and training roll-out with ongoing maintenance and management an optional extra. Our aim is to harness the potential of affordable and accessible Information and Communication Technology (ICT) to create applications that are user-friendly; cross-functional; enabled for integrated on and off project site use; works in real time data; has quantitative analysis capabilities, which can be easily translated into executive qualitative reports for timely tactical and strategic decision-making for pre-determined targeted management and leadership tiers.

Furthermore, we develop models for our clients to excellently execute their core project / corporate objectives, outperforming their competitors by being more cost effective; having a lower cost with higher production outcomes; maintaining a premium (e)QMS; ensuring client, shareholder and stakeholder satisfaction; being more efficient through applying as a norm the most suitable technologies and linked systems for increased productivity, profitability and people-centred benefits. We review project charters, strategies and operational targets to ensure that or revise for the inclusion of the principles of SMART – Specific, Measurable, Achievable, Relevant and Time-Bound – one of several developing excellence techniques. We consistently apply this approach from the conceptualisation to feasibility study and baselining exercises to design a project controls and planning centre of excellence that complements the client’s vision, mission and strategic goals; is aligned with business processes thereby preventing project silos; prioritises closing identified gaps to meet and better outcomes; focuses on continuous improvement and cost-effectiveness through optimal management of resources including equipment; financial, human; logistics; materials; procurement and supply chains and importantly investing in mutually beneficial relations that align with governmental objectives, are needs-responsive to affected communities and incorporate ESG as a project deliverable and not stand-alone function.

Maximising our client’s operational excellence, we mainstream throughout the project controls and planning hub the ten criteria used to judge the Shingo Prize established in 1988 to internationally recognise organisations who standout as beacons of operational excellence. Our aim is to undertake our mandate cognisant of the below mentioned to position our clients for these forms of recognition by:

1. Respecting all individuals equally.
2. Leading with humility.
3. Seeking perfection of product and performance.
4. Ensuring high quality assurance.
5. Flow and pull value.
6. Embracing scientific and technological methodologies.
7. Focusing on most enabling processes.
8. Systematic approaches.
9. Consistent review and meeting of purpose.
10. Creating value for customers, shareholders and stakeholders.

Our contract administrators, cost engineers, engineers, planners and project managers and area specialists across the sectors and industries have an exemplary record in using recognised Project Management Institute (PMI), Association for the Advancement of Cost Engineering (AACE) and where appropriate codified standards in our interventions to achieve our own and our clients operational excellence. These techniques include but are not limited to:

• Lean technique which uses value stream mapping determining best features and options to maximise. Waste removal of steps through production planning to both save costs and reduce lead time. “Kaizen” continuous improvement through a feedback cycle consisting of assessing, consulting, and internal and external multi-stakeholder communication.
• Six Sigma technique that improves operational success utilising the two main processes. First, DMAIC – Define, Measure, Analyse, Improve and Control. Second, the 5S’s which stands for Sort, Set in Order, Shine, Standardise and Sustain.
• FLEX / PBED technique originated as a tactical strategy used by combat pilots. It was adapted for the private sector for Planning, Briefing, Execution and Debriefing. Planning consists of all the steps to adopting an approved plan. Briefing refers to communicating the plan to the implementing team. Execute is flexibly actioning the plan. This iterative process encourages through debriefing the consistent measurement of progress against the plan whilst driving cultural change that gives all role-players agency and thus a sense of ownership and commitment to meet the project / organisational goals.
• Okapi creates the platform for the management and leadership to mitigate the inherent risks in implementing SMART technique. Meeting these precise key performance indicators require overcoming the challenges projects face such being disconnected from the business at large; not being prioritised for executive oversight; poorly resourced or structured; inflexible and over-bureaucratic to effect changes needed to meet targets; ineffective and outdated methods of collecting, collating and analysing data fit for purpose and most importantly design flaws from the outset in creating the baseline schedule and / or not incorporating all the related functions concomitantly.