Illustrative sample
Delivery Health Assessment
Example Contractor Ltd, week 2 of the 20-day programme
Headline finding
Good people are working hard inside a system that only shows them problems once they’ve become expensive.
Fix first
- Replace monthly progress reviews with a weekly planning rhythm.
- Get subcontractors making weekly commitments, not just booked dates.
- Rebuild the programme with the people doing the work.
| Area | What we saw | What it causes | Rating |
|---|---|---|---|
| How a job moves | The programme is built at tender and issued to site. Handover from the bid team is one meeting and a shared folder. | Site teams don’t own the programme, so it stops being used within weeks. | |
| Who decides what | Project managers are accountable for the result but don’t control when packages are bought. Anything unusual goes to a director. | Directors become the bottleneck, and decisions wait for their diaries. | |
| Where the work happens | The office plans in scheduling software. The site plans on a whiteboard and in the site manager’s notebook. | Two versions of the truth. The office finds out late what the site already knows. | |
| Information | Design information and answers to site queries often arrive after the trade needs them. Progress is reported monthly. The cost picture lags behind the work. | Problems are found once they’ve already cost time and money. | |
| Subcontractors and suppliers | Trades are booked against programme dates, not against whether the area is ready. Nobody records whether promises were kept. | No-shows, trades stacked on top of each other, and rework. | |
| Plan, review and control | Monthly progress meetings review what has already happened. There’s no weekly look-ahead and no routine for clearing blockers before work starts. | Firefighting becomes the default way of managing the job. |
What’s working
Experienced, committed site managers. Strong relationships with a core group of trades. A commercial team that knows its numbers.
How we found this
Conversations with directors, office and site teams, a walk through one live project from bid to today, and a review of its programme, meeting notes and reports.
This is an illustrative example, not a real client assessment.
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