Interim Management

TACA Interim Management assignments

Interim Project Controls Manager

A major US corporation’s Capital Construction Project ($500 m +, Semiconductor, Base Build) had been put on hold. The staff members of the Project Delivery Team had been redeployed to other projects worldwide. When it came off ‘hold’ one of the 50 key re-start requirements was the appointment of a Project Controls Manager (PCM). The previous PCM could not be released from his deployed position for 7 months.

My assignment consisted of:

  • Setting up the Control Processes and Systems whilst at the same time,
  • Participating in numerous Alignment & Training sessions with Designers, Construction Managers, General Trade Contractors and Client’s in-house customer groups.
  • Establishing the commercial aspects of the project and
  • Start the initial Project Reporting and Forecasting functions
  • I also partook in the recruitment of the Project Controls team such that when the permanent Project Controls Manager arrived he had a Processes, Systems and a Team in place.

Interim Project Controls Manager

Set up of a $1 Bn fast track construction project in the Middle East. The in-country ExPat team were under short term (four months) intense pressure to deliver the initial packages while they staffed up the project.

My assignment consisted of:

  • Preparation of the Request For Proposal  (RFP) documents for
    • Site Enabling Works
    • Engineer Procure Construct & Manage (EPCM) – services Design & Build Contract
  • Providing Should Cost Estimates in preparation of Bid Analysis

Interim Estimate Manager

Client  had an on-going multi-billion dollar Capital project located in Europe and wanted a significant ‘What-If’ exercise carried out without disrupting the incumbent ~25 person strong Project Controls Team.

TACA’s assignment consisted of:

  • Drawing out the necessary information from the on-site teams without disturbing their ‘business as usual’ regime
  • Managing internal resources (4 #) assigned to the project and 3 external firms (numbering ~ 16 specialist resources: Q.S./Estimators).
  • The group was tasked with the compilation of a detailed modular based ‘bottoms-up’ Estimate over an 8 week period.
  • Upon completion the team(s) turned the Estimate into a Bid Document
  • The successful ‘onboarding’ of a replacement manger to continue with the ongoin analysis and negotiations

Interim Management Definition

Interim management is the temporary provision of management resources and skills. Interim management can be seen as the short-term assignment of a proven heavyweight interim executive manager to manage a period of transition, crisis or change within an organisation. In this situation, a permanent role may be unnecessary or impossible to find on short notice. Additionally, there may be nobody internally who is suitable for, or available to take up, the position in question.

Niall has a proven ability to come quickly up to speed with a project’s current situation re: Scope, Schedule and Cost. Thereafter his ability to work alongside permanent staff members enables him to complete interim management assignments with the minimum of disruption including a smooth transition / handover upon completion.

 

Interim Management Value Proposition

The following factors are typical of the interim management value proposition:

  1.   Return on investment. Interim managers add value by using their skills and expertise to help deliver an outcome, solution, service or mitigate risk that provides a meaningful ‘return on investment’ to a client. Interim managers are paid on the understanding of goals and objectives being performed and delivered, and not simply on the basis of attendance.
  2. Speed. Interim managers can be in place within days as opposed to weeks or months which is essential when time constraints are paramount. Being practiced in engaging promptly with the situation, they become effective quickly upon joining a client organisation. Because of their experience and expertise, interim managers also conduct and complete assignments effectively and with due speed.
  3. Expertise. Interim managers typically operate at a senior level in the client organisation, often being sensibly over-qualified for the roles they take on. They often bring skills and knowledge not otherwise in place, to address a specific skills gap or problem. Their experience and expertise enables them to be productive and make a noticeable impact from the outset, maximising the likelihood of success.
  4. Objectivity. Unencumbered by company politics or culture, interim managers provide a fresh perspective and are able to concentrate on what’s best for the business. Being independent operators, they are able to contribute honestly without constituting a threat to the incumbent management team. Not being part of a larger business they are not pressured to unnecessarily extend their assignment.
  5. Accountability. Rather than taking on a purely advisory role, interim managers are managers who will take responsibility for and manage a business or project in their own right. They expect to be held accountable for results and by being instrumental in an assignment’s successful delivery; give clients the peace of mind that the interim manager has stewardship of the project in hand.
  6. Effectiveness. Operating at or near board-level gives interim managers the authority and credibility to effect significant change or transition within a company. Unlike a ‘temp’, they’re not just there to ‘hold the fort’. They actively add value to the client organisation as a result of their expertise and approach, even when the work and the decisions to be made are difficult.
  7. Commitment. Interim managers maintain high professional standards because their future work relies upon referrals and a successful track record. They therefore have a stake in the success of the assignments that they undertake. This contrasts favourably with other ‘temporary workers’ who may also be seeking ‘permanent employment’ or simply motivated by a day rate or extending their tenure.