Project Engineering
Length: 30 - 60 mn
43 questions
Project Engineering scoping

Identify key project engineering improvement opportunities and align your team

Do quick scoping assessment of the overall Project Engineering management on:

  • SWOT analysis, improvement actions and Engineering steering
  • Strategic management
  • Customer and subcontractor interfaces
  • Engineering main processes
  • Expected impacts of the improvement

Get a quick scoping assessment of the overall project engineering management enabling you and your team to:

  • identify key areas of strengths and improvements,
  • sense check how closely your organisation is faring against project engineering best practices,
  • define initial actions : launch quick-wins, analysis further specific areas, define improvement plan... 
  • evaluate the team level of alignment about the current situation and actions to be implemented.

This service is tailored for the following scope:

  • Functional scope: General management of a Project Engineering department / site
  • Company : any company with Project Engineering functions larger than 20 people
  • Industries : companies delivering projects or developping specific products for 'single' client (eg. trains, planes, industrial equipment)

Who is this evaluation for

  • Engineering manager, Project Engineering manager, internal consultants (eg continuous improvement team) or external consultants
  • CEO, COO, or other company senior manager wishing to evaluate the Project Engineering  practices
Get a balanced view of perception with objective evaluation and taking in account both the 'hard' and 'people' aspects
Get a high level quantitative and qualitative assessment of Project Engineering management practices
Do yourself the evaluation and / or invite participants to do it
Perform the assessment in 30 to 60 minutes through 43 specific questions
Get detailed participant feedback through open-ended questions
Compare the results of each participant
Compare the performance by zone or level of your organization (country, site, function, hierarchical level)
Choose if participants are anonymous
Languages available to each participant: French, english 
Choose and validate the evaluation options

Unit price (excl. VAT):

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Detailed description
How to use


44 questions structure across 4 categories and 15 areas to quickly assess the performance of your Project Engineering management. They enable to identify strengths and improvement opportunities based on high level best practices but capturing perception across the organisation.
Areas of diagnosis carefully designed to shine a light on the lifecycle of project engineering, from customer bid to project delivery.
Both normative questions with specific criteria and questions about personal opinions to get a balance between objective evluation and subjective perception.

Questionnaire Framework for Project Engineering scoping

Scoping evaluation for Project Engineering

Summary of the questionnaire:

SWOT and engineering management

  • SWOT: identification of strengths, weaknesses and challenges in project engineering
  • Actions: identification of engineering improvement plans and results obtained
  • Governance: understanding and assessing the effectiveness of the system of roles and responsibilities
  • Steering system: decision-making and action, team meetings, objectives and indicators.


Strategic management

  • Strategy: definition and understanding of engineering strategy
  • Rationalisation: modularisation or standardisation of systems or subsystems
  • Roadmaps: anticipation of market needs and alignment with anticipation of technologies or components


Main engineering processes

  • Change management: change requests from customers and internal requests
  • Project management: definition and use of project management methods
  • Technical processes: documentation and effective use of technical processes adapted to each field of expertise


Customer and subcontractor interfaces

  • Needs: analysis of customer needs, tendering process (definition, resources allocated, validation response)
  • Subcontracting and suppliers: internalisation and outsourcing policy, quality and performance management, working with purchasing
  • Specifications: management of customer specifications or for subcontracting and purchasing


  • Priorities: identification of priorities for progress
  • Action plan: obstacles and benefits, implementation of a progress plan

Specific analyses of the evaluation

A balance between objective and subjective assessments

The evaluation includes a mix of normative questions with specific and verifiable criteria, and opinion research questions.

It is a balance between objective evaluations and participants' perceptions or comments that allows to:

  • better contextualize qualitative comments through relative evaluations,
  • measure the degree of consensus among the different participants,
  • understand the reasons or collect different opinions or ideas on strengths, weaknesses, challenges, levers for progress...


    Key steps

    after purchase and activation of the service, the key steps are the following:

    1. The service manager* can directly carry out an evaluation by answering the questionnaire (optional); steps 2 to 4 are optional depending on whether he/she wishes to invite other participants to carry out the evaluation
      • If he/she wishes to invite other participants to conduct the evaluation, he/she proceeds to steps 2 to 5
      • Otherwise he/she goes directly to step 5 of viewing the results
      • He/she can still do his evaluation after the participants if he did not do it at the beginning
    2. Customisation of the service to the organisation by the service manager*
      • Service name, title and introduction for the participants invited
      • Selection of participants to the service
      • Definition of dimension to enable analysis by organisation dimension (optional)
      • Selection of anonymity option
    3. Sending of an invitation link to the selected participants
    4. Evaluations performed by selected participants, on the Wevalgo web platform
      • Participants connect to Wevalgo web site thanks to the link sent by the service manager
      • Participants answer on-line
      • The service manager can follow up the answers progress status
    5. Results available at the end of evaluations on the Wevalgo website

    * The service manager is the person who purchased the service. 

    Recommended participants for an evaluation

    For the evaluation we recommend the following participants: 

    • Engineering top management team
    • A few project managers
    • A few technical area managers
    • A selection of a few people outside of engineering : sales and marketing, purchasing and / or supply chain manager, contract manager, finance director
    • In case of several geographical sites, a selection of each engineering managers, enabling to compare the practices between the different sites.

    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

    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

    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.

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