Te Whatu Ora, Health Property & Facilities Portfolio, Wellington, New Zealand
NCG was responsible for developing the capital budget for the Property and Facilities Team. The Planning and Strategy team was focused on optimising delivery process, and devising a governance strategy to improve compliance, portfolio visibility and change management strategies to sustain benefits.
Project-Partners
The Wellington Archive Building, New Zealand
Our collaborative approach significantly advanced operational and construction delivery outcomes with the collaboration with DIA, AMP Capital (Australia), Mana Whenua and other Partners. We established a clear alignment with the programmes's mission, enhanced the cadence of deliverables, deepened the understanding of project performance and established Programme boards to improve decision making.
Financial Data Analytics, London, UK
Our team developed a sophisticated data management solution designed to automate the processing of large volumes of data, meeting specific criteria to enhance our Partners' decision-making capabilities. This innovation led to a significant reduction in manual data handling and expedited execution times.
Crown Power Utility, Regina, Canada
The Workforce Management team refined the organisations business model and delivery mechanisms to serve the community with greater integrity. This entailed a strategic realignment of organisational structures, implementation of change management protocols to gauge sentiment, integration of benefits realisation, enhancement of frontline workforce support, and the development of Executive BI reporting dashboards.
Environmental Contamination Removal Initiative, Lower Hutt, New Zealand
Our Partner recognised the complexities associated with the contaminated site and sought strategic guidance to formulate a comprehensive delivery management plan. The result was a construction process that adhered to the Parent companies's stringent timelines, with robust project controls implemented to satisfy the extensive local authorities' compliance requirements.
The Affordable Water Reform Act, Wellington, New Zealand
Steering the Workstream's Project Management and PMO imperatives for the Finance and Commercial team in the context of mergers and acquisitions required meticulous oversight. The magnitude of the programme necessitated focus on audibility; achieved through centralised knowledge, uniformity in deliverables, and rigorous performance tracking. Additionally, the seamless integration of the team into the broader programme framework was instrumental in securing its success.
