ENABLING SUCCESS

The framework is built around 'Capability Nodes' for each of the 5 CURED elements. Below each one is a series of discreet 'node enablers' that are critical to achieving successful outcomes.

These enablers provide simple, clear and tangible goals that can be assessed, evidenced and assured.




 

THE HONEYCOMB
CURED's Capability Nodes
Untitled-1_0007_Vector-Smart-Object.png
YOUR HONEYCOMB

Analysed & Configured for quick
wins & maximum Impact
Untitled-1_0001_Vector-Smart-Object.png
Untitled-1_0000_Vector-Smart-Object.png
Untitled-1_0003_Vector-Smart-Object.png
Untitled-1_0002_Vector-Smart-Object.png
Untitled-1_0006_Vector-Smart-Object.png
Untitled-1_0005_Vector-Smart-Object.png
STRATEGY AND APPLICATION OF THE FRAMEWORK

Each capability node in the CURED framework is measured by its Ease of Implementation (EOI) - How easy is this to achieve in your project/business? Benefit Ranking (BR) - The overall benefit it will bring when implemented, and finally, the Capability Node Score - Where you are currently and where you want to get to.


This is the key number and is how we collaboratively track your implementation
progress and subsequent capability growth.

C7: METHOD OF CONTRACT CHANGE AGREED.

Without exception, change is indeed inevitable; every plan is simply an educated guess at a point in time and rarely has any project or task gone precisely to that plan.

Given that change will happen, the key is having a structured way to understand the impact of it and then reacting in the right direction. The early warning provision in the NEC contracts with its commitment to proactive risks analysis is an excellent example of dealing with uncertainty in a collaborative way.
As CRO's are at the sharp end of delivery most change flows up to the Sponsor, this puts the emphasis on the Sponsor to be able to administer project change collaboratively and capably, so codifying the contractual change process and ensuring back to back business processes is critical.

KEY EVIDENCE INDICATORS

Better behaviours

Increased forecasting accuracy

Fewer project delays

C1_example_scores.png
U6: PROJECT WAYS OF WORKING DEFINED & AGREED.

Businesses will often have undergone a significant amount of investment to define and streamline the way they operate. In this sense, each project should be seen as a self-contained organisation with its own operating model that encompasses all parties involved. Much of the codified ways of working relevant to the sponsoring organisation may not get the best from the supply chain, so a balance of clear and concise ways of working that fully enable each party is key. Ensuring compliance with corporate processes and legislation is only one element, and this is an area where innovation can

deliver new value and increase certainty.

KEY EVIDENCE INDICATORS

Fewer project delays
 

Lower project cost

Better decision making

MINI_dash_U.png
R2: ORGANISATIONAL CAPABILITY ASSESSMENT.

There are apparent differences between securing resources from within your organisation and going
to market, but in many cases, what you ask for and what you need can vary greatly depending on
your processes. It makes sense to look externally for specialist skills and internally for organisational knowledge. However, there are many elements that are critical to success that need the same core elements for both. Understanding and codifying the capability that is specific to your project is fundamental to getting the right people on board. Understanding how your project will evolve over time will enable you to adapt sustainably.

KEY EVIDENCE INDICATORS

Faster project completion

Fewer project delays

Increased forecasting accuracy

MINI_dash_r2.png