Our Project Managers held pre-start meetings with the client to ensure all working methods/requirements were agreed including a communication plan. A mobilisation team/plan was formed to ensure key tasks were carried out (integration, contract specific training, asset data exchange, health and safety/RAMS review on site along with our NEBOSH qualified Operations Manager, customer engagement). TUPE was not required; we resourced the contract with existing local based engineers.
Monitoring and tracking of engineers:
As all engineers carried a PDA; our head office management team were able to track their locations and jobs scheduled. This also allowed us to see on a live basis using our inhouse Cash system, whether the engineers are attending the site, whether they are on time and completing the works.
Our Project Manager conducted internal audits. External auditors also audited works ensuring compliance alongside NSI and client requirements. All service documents were recorded electronically reducing scope of error on handwritten forms. On completion, we issued satisfaction surveys, using the feedback to gain a clear understanding of needs, and driving improvement.
Monitoring The Contract:
Every action on the contract was captured by our work management system enabling comprehensive reports to be provided regarding the progress of the works. The delivery of the contract was monitored by our Project Manager and Operations Manager via reports and regular communication with Engineers.
Progress meetings and reports:
The Project Manager attended progress meetings at the times agreed and shared data relating to: KPI reports on all aspects of the contract i.e. compliance, first time fix, Quality site audit, Toolbox Talks, H&S site Audits, Customer complaints, feedback and compliments