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

Identify key project engineering improvement opportunities and align your team

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Highlights

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



Synthesis

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

Specific analyses when used for 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...

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    Key steps

    The best practices are accessible directly after purchase. In case of usage to evaluate the practices the following steps apply

    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.


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    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
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    Results by evaluator and category
    You can see detailed results to better understand the causes of your organisation performance
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    To see a full example of report result,


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