how leva helped a client with process design opportunities
Overview
- Defining a new process objectives and outcomes
- Leveraging the outputs gained from previous and current pain point analysis
- Process smoothing and efficiency gains
The client, a Local Authority, had entered a programme of organisational process review; due to its’ stakeholders (both internal and external), asking for and seeking out improved ways of working for project design delivery.
The client’s team was already actively working on defining the new processes to review early business case project designs for major projects, undertake a review at concept design for medium sized projects and review small scale projects just ahead of approving the construction phase.
The client team’s focus had already narrowed in on the solution pathways and processes to support their planned outcome.
Leva was commissioned to bring an objective and fresh perspective to the problem, with an opportunity to draw upon Leva’s previous process improvement investigation (having already mapped the client’s end-to-end project delivery life cycle).
Leva’s analysis of the project delivery processes had identified numerous pain points with the “current state”. The cross organisational team that worked alongside Leva clearly articulated the pain points and gained consensus around the prioritisation of solutions.
In the context of holding a broader organisational perspective, Leva was able to centre the client’s team to focus in on:
- What are the triggers to project investigation and the selection processes for further investment?
- A need to hold oversight of proposed designs that are aligned to the organisational objectives and community outcomes.
- Improving the design quality and gain consistency to the organisational design standards from internal engineers and external consultants.
- Give thought to how the organisation can manage the project review volume in a new world approach.
- Leverage past analysis and address known pain points into any new process design.
Leva’s analysis had also provided the client with in-depth view of the current state and areas for improvement, this was quantified by FTE effort and cost to the organisation by process chain. This helped focus on the high-cost processes as well as high-impact processes that acted as gateways to the client’s decision making.
Approach
Leverage – Leva was able to draw upon its’ organisational knowledge and understanding from previous analytical commissions into the end-to-end project delivery processes. The clients’ teams had already identified and prioritised pain points in the process, these needed to be considered in any change implemented.
Influencing – Our team had gained the respect of the client organisation to hold a broader perspective around organisational strategic outcomes, this enabled Leva to identify where the organisation could gain from breaking down silos and influence collaboration across teams.
Dependencies – With our broader knowledge and understanding of the client, we were able to better identify the dependencies and the impacts of proposed process changes – our analysis identified the effected parties and processes impacted by any change and what that meant for the client.
Clarifying objectives – It was clear that the client team had narrowly focused in on a solution, we were able to bring a broader perspective and clarify the desired future state.
Experience based – Leva has extensive experience in unlocking process improvement that is supported by sound analytics.
Independent insights – At Leva we call out what we have observed, providing candid and constructive insights to add value for our clients, our recommendations are well-considered and substantiated within our investigative approach.