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Client Model Rapid Appraisal Tool

On starting the tool you will be presented with a set of drivers. Select up to 5 of your most important ones.

You can always see what you have previously selected together with the client model suggestions so far. You can stop at any time. Finally you will be shown suggestions that are ranked in importance after you have prioritised one driver. They show the top two, if available based on the selections, and then other lesser possibilities that might have been flagged.

Model Types (Roll over title to see typical drivers)

Super light client model

All functions that can be outsourced are outsourced. Often seen in developing world location.

Typical drivers: Time constraints, low in-house capability/immature client, pressures of investors (often international).

Light client model

The client retains a greater degree of control than in super light models but the client-side resource base remains very low.

Typical drivers: Time constraints, low-moderate in-house capability.

Agile client model

Outsourcing is employed to bring in experienced partners. There is however also significant insourcing to supplement client capabilities. As a result agile models feature more client-side resources and a much higher degree of client control of key delivery functions than in the light client models.

Typical drivers: Programmes with wide or varying demand for client capability, prioritisation of control of key outcomes, access to deep international supply chains, very long duration.

Expert client model

Clients retain control of many delivery functions, including full management of the programme or project. Only the construction delivery function is fully outsourced and even parts of this may be retained.

Typical drivers: Cost-certainty, new technology risk.

Expert programme client model

Like expert project clients these organisations retain expertise across all or most delivery functions and are also more likely to retain some operation and maintenance functions.

Typical drivers: Cost-certainty, changing regulatory demands, control over customer outcomes, rolling programme of projects rather than one-offs.

Drivers (Roll over title to see conditions and suggestions)

Certainty of cost, programme or outputs
Is the client model appropriate for the priority given to certainty of cost, programme or outputs by project stakeholders?
Consider using agile or expert client models
Client model evolution
There isn't clarity on how the client model will need to evolve during the project lifecycle
Build in periodic review of continued client model suitability
Governance arrangements
Is the client model suitable for meeting the demands of regulators, investors, government from the project or programme?
Consider using expert or expert programme client models
Maturity and Capability
Do you have a clear understanding of the number and type of interfaces to be managed?
Stop. Review interfaces and your ability to manage them.
Does the client model reflect an analysis of key project risks and which party is best placed to manage them?
Stop. Review client model before proceeding
Target Operating Model
Does the client model reflect an analysis of the demands and implications of the target operating model?
Review how operator voice will be represented in client model
Acceleration of project delivery is a priority for key stakeholders, including investors
Consider using super-light, light or agile client models