The Four-Week Readiness Diagnostic
Before you spend the millions — start with clarity.
Most capital projects are lost in the first few months, not the last. Not through bad construction, but through a brief that was never settled: requirements gathered too late, teams who didn't know what to contribute, and decisions deferred until they became expensive.
The readiness diagnostic tells you where your organisation actually stands — before design begins, and before the capital is committed.
Who it's for
Leaders who have a capital project approved or in prospect, and want to know whether their teams are ready to define what the asset must deliver. It is most useful at inception, before a design consultant is appointed. It is also useful after tender if operational requirements are being revisited and there is still time to act on what is found.
If you're not sure whether it's the right moment, a short conversation does no harm. Whether the project is still forming or already moving, we'll help you judge whether a diagnostic would be useful now.
Up to 5 teams and/or stakeholder groups
Delivered remotely by video conference over four weeks
Fixed fee: USD 15,000*
*Exclusive of taxes and out-of-pocket expenses, including travel where in-person attendance is required.
Scope and terms
(subject to contract)
How it works
Week 1 — Orientation. We establish the business objectives behind the project and map the stakeholders and functions that must contribute to the brief.
Weeks 2–3 — Engagement. Structured sessions with each team, up to five teams or stakeholder groups, to hear their understanding, expectations, and plans for the capital project.
Week 4 — Findings. You get an executive overview of where the teams stand and the best course of action. We set out the gaps in understanding, expectation, and readiness across the teams, then give you a prioritised plan — what to work on, in what order, to meet your timeline and objectives.
What it is not
It is not a design exercise, a cost plan, or a feasibility study. It does not replace your project manager or design team. It establishes whether the foundation they will build on is sound.
That foundation is what determines how well everyone else can do their job. A design consultant appointed to a clear, reconciled brief can proceed to concept and layout without pausing to chase answers, and without making assumptions on your behalf that surface expensively later. A project manager can programme and procure with confidence, rather than waiting on requirements that are still being argued out internally. A cost consultant can price what the business actually needs, not a specification padded to cover uncertainty. The diagnostic does not do their work — it removes the ambiguity that slows it down.