For manufacturing companies and their contractors who need an investment to start up on time — together with the people already working on it. An external Project Manager for the length of the investment — when a project has stalled or needs structure.
Interim project management means an external project manager for the duration of a specific investment. The company gains someone focused solely on this project — from day one, together with the team already working on it. Once it is closed, the project and the knowledge stay with the company.
The model works well in manufacturing companies where an investment — a modernisation, a new line, automation — needs full attention for several months or more, while the internal team keeps production running. The project gets leadership for exactly as long as it is needed.
The schedule has slipped, the budget is growing, and the team is firefighting instead of running the project. An outside view and one shared plan help.
Projects are being run, but everyone does it their own way. The overall picture — who is responsible for what and what the real status is — is spread across many places. One shared standard for all projects helps.
A specific investment has started and the internal team is heavily loaded with day-to-day work. The investment needs someone who will focus on it alone.
Each of these situations happens in well-run companies — an investment is usually work on top of everyday duties. The work does not start with looking for someone to blame or with changing everything.
On the investor side or the contractor side — examples: a new plant start-up and a PMO implementation at a line manufacturer.
One-on-one conversations with the team, mapping the documentation, calls with key suppliers. After this stage there is a real picture of the situation.
A realistic schedule based on data, clear ownership, budget and risk control.
Day-to-day project management, coordination of contractors, negotiations, solving problems as they come up — before they become expensive.
Acceptance, documentation, knowledge transfer to the internal team. The project is closed in a way that lets the company sustain it on its own.
In a typical project, fires break out during start-up — exactly when change costs the most. Here the effort goes into the start, and the end is predictable.
On site or remotely, depending on the project phase.
Let's talk about where the project is today.
Book a 20-minute call artur@arturwinkowski.pl +48 880 603 987