Project Engineering practices comprehensive assessment

Do you have world class project engineering management and technical practices?


Perform a full evaluation of your Project Engineering management and practices:

  • benchmark your performance with world Project Engineering best practices
  • identify how to better develop and deliver your Engineering projects, with higher ROI and shorter lead time
  • define clear actions organised by logical driver thanks to the Wevalgo actionable drivers model

The areas assessed include:

  • Strategy and standardisation
  • Organisation and human assets
  • Performance Management
  • Client and bid management 
  • Operations

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Access questions and best practices

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Service price

Price: Free

The purchase gives you access to the best practices of this area. You can upgrade the service to perform evaluations with them later. The purchase gives you the right to access to the best practices and to use the questionnaire to carry out an evaluation by yourself or the people you invite, taking advantage of our optimised web interface

Service detailed description


The evaluation questionnaire consists of 110 questions to assess your project engineering against global best practices.

In addition, the questionnaire allows for two specific analyses:

  • evaluation of "Lean Engineering" practices compared to other more standard practices
  • consolidation of evaluations by type of actionable driver according to the Wevalgo organisational model

The technical development may be performed in-house or externalised; an initial question enables to choose between the two situations and the questionnaire adapt itself (management of internal development or management of external contractors performing the development); equipments, component or parts may be manufactured outside.

Wevalgo framework for the assessment of Project Engineering in 'single' client product delivery

Assessment of Project Engineering

Brief description of the questionnaire

Strategy and standardisation

  • Innovation strategy: definition of the strategy and its goals, long-term action plans
  • Customer and technology roadmaps: existence of a summary with anticipated planning for both the client needs and the new technologies 
  • Standardisation: standardisation strategy of the product platforms, systems, sub-systems... 

Performance Management

  • Strategy and finance: monitoring of the cost aligned with strategic components; departmental and project financial tracking, 
  • Operations: non financial tracking methods and KPIs 

Client management

  • Client needs: client needs understanding and methods to identify them
  • Bid management: methodologies and resources to manage client Call for Tender
  • Requirements management: recording of all requirements, functional specification usage, compliance management
  • Change request: external and internal change requests management : impact analysis, solution development and validation, communication
  • Contract and warranty: contract and warranty management processes from initial bid management to end of warranty

Organisation and human assets

  • Organisational structure: local and global (if several locations) organisation structures, resource pooling, allocation of responsibilities between organisational units and along the project entire duration
  • Human assets: organisational climate, soft skills and technical competences 
  • Competences and knowledge: mechanisms to ensure people growth and to share engineering knowledge
  • External network: management of the external stakeholders (universities, partners, governmental bodies...)


  • Project team: organisation and roles of the people involved in an engineering project
  • Project management: plannings, reviews, KPIs, action plans and decision taking
  • Subcontractors and suppliers: subcontractors and suppliers management practices, purchasing and Engineering collaboration
  • Technical process: design, development and test methodologies
  • Development process: overall management of the engineering process such as a stage-gate, V-cycle or any equivalent methodology (optional, depending on in-house or external development)
  • Resource allocation: staff allocation to projects, resource needs forecast, monitoring
  • Software and tools: technical software applications, telecommunication tools, specific tool to support technical development

Get instant and full access to reports as soon as evaluations are completed.

Gain multi-level analysis on several axis that can be explored in varied depths and dimensions through a user friendly results menu. A few samples of the results report are shown below

Heat map
Visualise the performance and their drivers at a glance across all categories and sub-categories
Results by organisational dimension
Compare performance across your own, relevant and entirely customisable organisational dimensions. For example by geographical locations, departments, hierarchical levels or any other you see fit. Zoom in to breakdowns by category, subcategory and/or question
Results by evaluator and category
You can see detailed results to better understand the causes of your organisation performance
Wevalgo excellence model Results
Get valuable insight into areas and axes of progress thanks to our embedded Wevalgo model. Other analytical models may be incorporated, see key concepts for more information)

To see a full example of report result,

We have expert consultants on hand to build their own evaluations, assist you and interpret your results. Select the Expert Review option on the purchase menu.

Technical Requirements

In order to use the services, the technical environment must comply with the requirements below. 

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  • Opera: 42 and above
  • desktop or laptop usage, no mobile version
  • javascript enabled
  • Firewall authorising Wevalgo website 

If you choose to use other browsers or settings other than the ones listed here, the site's pages may not display properly, and you may encounter problems that Customer Service may not be able to resolve.

These technical requirements apply to all the participants of the service.


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