Consulting services
Project support, from first decision to handover.
Choose the support your team needs. An engagement can focus on one decision, a struggling workstream, or the coordination of a whole project.
Discuss your scopeService scope
What you can engage us to do.
The scope determines the deliverables. These are examples of what your team can expect from each type of engagement.
Scoping & project planning
What does success look like, and what will it take?
Work with the sponsor to define the outcome, boundaries, stakeholders, dependencies, and acceptance criteria. Identify which assumptions must hold for the target date and budget to be realistic.
Typical outputs A project charter, a work breakdown, a milestone plan, and named decision owners.
Governance, cost & schedule controls
How will leadership know when to intervene?
Build a reporting rhythm around the baseline. Compare planned and actual progress, track budget assumptions and forecast changes, and set thresholds for escalating a decision.
Typical outputs A baseline schedule, budget tracker, risk register, and sponsor decision brief.
Delivery & vendor coordination
Who owns the work between teams?
Coordinate workstreams and supplier commitments, make dependencies visible, and surface decisions before they delay the next team. Track each approved change through the plan.
Typical outputs An integrated action log, dependency map, decision record, and progress updates.
Change & adoption planning
Can the people affected use the change?
Identify the groups whose daily work will change. Coordinate communications, pilots, training owners, issue resolution, and business acceptance with the client’s technical and operational leads.
Typical outputs A stakeholder and communications plan, rollout checklist, and readiness review.
Project review & recovery
Which commitments can the team still meet?
Assess the work remaining, the constraints on people and budget, and the decisions behind missed milestones. Present options with the impact on scope, cost, and finish date.
Typical outputs A recovery assessment, sequenced options, and a revised baseline for sponsor approval.
Handover & closeout
Who owns the result after the project ends?
Agree on evidence of completion. Coordinate acceptance, transition responsibilities, unresolved items, and the records the receiving team needs to sustain the work.
Typical outputs An acceptance record, transition plan, and open-item list with owners and due dates.
Illustrative assignments
How the work changes by project.
Different sponsors need different evidence before moving ahead. These examples show how a project consultant can help each team reach that decision.
Technology rollout
Moving a team to a new business system
Coordinate the pilot, testing owners, training, and cutover. Before the sponsor approves launch, compare unresolved issues with the agreed go-live criteria and confirm who will own support afterward.
Operations improvement
Changing an order-to-delivery process
Map where orders stall between sales and fulfillment. Assign an owner to the handoff, pilot a revised workflow, and compare cycle time and rework against the agreed baseline before expanding it.
Facilities & commissioning
Replacing equipment in an occupied facility
Coordinate outage approvals, backup service, tests, and documented acceptance. Specialists perform the technical work. Novara tracks decisions and readiness across the owner, contractors, and operators.
Illustrative scopes of work
How much support do you need?
A private owner can engage us for one decision. A prime contractor can engage us for one package inside a much larger program. The agreement defines the work Novara owns.
Compare bids for a small renovation.
A property owner has two proposals with different allowances and completion dates. We put both scopes side by side, flag exclusions and questions for the bidders, and map decisions against the owner’s target date. The owner selects the contractor.
Discuss a private projectGet the next three weeks of fieldwork ready.
For a general contractor coordinating several trades, we tie submittal approval and material release dates to a three-week lookahead. The superintendent can see each field dependency, open change, and decision needed before crews mobilize.
Discuss contractor supportIntegrate one package into a billion-dollar program.
On a capital program of that scale, a prime could engage Novara to coordinate readiness for one turnover package. We would map its milestones to the integrated schedule, reconcile open dependencies, and hand a status and decision brief to the prime’s program controls lead. The prime retains program-wide authority.
Scope a program workstreamSpecialty study / Illustrative example
Cooling-unit changeout.
The equipment in an occupied technical room must stay online while its cooling unit is replaced. Three decisions govern release, testing, and owner acceptance.
Commissioning coordination
What has to be true before equipment changes hands?
In a working facility, one missed dependency can put a scheduled outage at risk. The project lead brings the approved sequence, test records, and open issues together so the owner can make the release decision.
01PLAN / SCOPE & BASELINECan the changeout go on the schedule?
Release criterion
The owner approves the interruption window. Operations witnesses a backup-cooling trial that holds the room within its agreed temperature limits for the specified duration.
Evidence to retain
Approved window, temporary-cooling test log, and a baseline sequence showing the changeover and rollback decision. If the trial misses its limit, reschedule the changeout.
02EXECUTE / FUNCTIONAL READINESSDoes the installed unit respond as designed?
Release criterion
Each required point-to-point controls check passes. During a witnessed alarm test, the correct alarm appears at the operator workstation, clears after reset, and matches the trend log.
Evidence to retain
Signed point list, witnessed test record, and a timestamped trend of the command, equipment response, and alarm. Log failed points with an owner and retest date.
03DELIVER / OWNER TURNOVERWhat is the owner being asked to accept?
Acceptance criterion
Each turnover-blocking deficiency has passing retest evidence. The owner signs off on dispositions for remaining items, including the responsible party and due date.
Evidence to retain
Owner-approved deficiency log and dated acceptance record linked to test reports, as-built controls drawings, and operating instructions in the turnover index.
Illustrative review criteria. The owner’s approved requirements establish the limits, test duration, and acceptance authority for each project.
Contact Novara
Where is your project today?
Tell us your objective, the decision in front of you, or the deadline at risk. For teaming inquiries, include the role and work package.
info@novaraprojectsolutions.com