NLPM builds on many years of experience leading complex international projects, programmes and operational transformations.
That practical experience is the basis of our approach. We look at the functional requirements of a project, and at the leadership and behaviour its specific environment calls for.
Below are three programmes from that experience. They are not NLPM placements.
Relocating a plant to a new site
Challenge. A complex manufacturing and supply chain operation had to move to a new site in another European country, including the design, construction and commissioning of a new plant.
Scale. A multi-year programme with a multi-million budget and multidisciplinary teams.
Approach. End-to-end coordination across manufacturing, supply chain, engineering and operations, keeping control of budget, schedule and the transition to the new plant.
Result. The relocation was completed and delivered structural annual savings.
Global quality and regulatory programme
Challenge. A global organisation had to carry out a mandatory quality and regulatory programme across thousands of installations, in a heavily regulated environment.
Approach. The programme required structured governance, planning, risk and change management, allocation of people and resources, and alignment between operations, engineering, quality, regulatory specialists and external partners across several international sites. A fixed reporting and escalation line was set up for the executive team.
Also delivered. Within the same environment a site was relocated and closed within budget, together with the centralisation of trade compliance.
Stabilising a transformation across several sites
Challenge. An international manufacturing organisation was growing fast, with sites in several countries.
Scale. Responsibility for operational performance, budgets and delivery across three sites.
Approach. Introduction of structured Sales & Operations Planning to stabilise the operation and improve delivery reliability. At the same time the organisation was restructured while keeping compliance, quality and operational continuity.
Result. The operation was stabilised during a period of rapid growth, with better delivery reliability while the organisation was being rebuilt.
What this has to do with your project
Anyone who has run a plant relocation or a regulated programme knows where such a project gets stuck and what behaviour a project manager needs at that point. That is the basis of our qualification. What it looks like is described in how we assess project managers.