Meeting The Delivery Challenge in Energy
The Delivery Challenge in Energy It is an exciting and challenging time for the Energy sector in Great Britain. The mission is clear: to deliver an affordable, clean and reliable energy future. The pathways to get there are becoming clearer. The National Energy System Operator’s (NESO) “Clean Power 2030” report outlines a comprehensive strategy to achieve a predominantly clean electricity system in Great Britain by 2030. The key points include: Renewables Expansion: Emphasising rapid growth in renewable energy sources, particularly offshore wind but also solar Nuclear and Carbon Capture: Focusing on the development of nuclear power and implementation of carbon capture technologies Role of Gas-Fired Power Plants: While the reliance on gas-fired power plants is projected to decrease significantly by 2030, these facilities will remain essential as backup during periods of low renewable output Infrastructure Investment Requirements: Achieving the 2030 target will require substantial investments to support the expansion of electricity transmission infrastructure (the Great Grid Upgrade) and the development of renewable energy projects Urgent Need for Planning and Grid Connection Reforms: The report emphasises the necessity for swift reforms in planning and grid connection processes to facilitate the timely deployment of new projects. Streamlining these procedures is critical to meet the 2030 objectives.
This represents an unprecedented delivery challenge for the GB Energy sector and the challenge will continue far beyond the 2030 horizon. Success relies on collaboration across the sector but also on each organisation meeting their own delivery challenges, for example: Building the necessary skills, capabilities and workforce Developing capacity and capability in the supply chain which is already under pressure Putting the right technology in place to drive efficient and effective delivery and business operations In short, rapidly becoming a world class delivery organisation.
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It’s not going to be easy
Project One is 100% focused on Delivery
Delivering big things never is. Having the right people makes a difference.
The statistics around major programme delivery performance are well known. For example, in a 2022 study of 500 major programmes globally, McKinsey reported an average schedule overrun of 52% and cost overrun of 79%. The study attributed poor delivery performance largely to lack of preconstruction rigour, failure to engage and incentivise the supply chain in the right way, and resource constraints. Said Business School have a rich database of major programme performance. Zeroing in on the energy transition sector, they report cost and schedule overruns of 30% and 67% respectively for HV transmission programmes. In CCUS programmes, they report 35% cost overruns and 31% schedule overruns. Said argue that risk of overrun is driven by programme complexity. Both sources agree that putting an A team in place to lead the programme through complexity, end-to-end, is the number one priority. We couldn’t agree more. That is our business.
We support our customers to deliver complex programmes across the Energy value chain. We work as an integral part of programme and project leadership teams, playing key roles and helping to build internal capability. We provide delivery certainty through assurance, programme recovery where needed, and by seeding highly experienced delivery professionals into the team. Our proven track record includes: Delivering business critical technology upgrades Supporting business separation and integration Improving organisational performance, becoming more efficient and developing capability Improving infrastructure project delivery and through-life management Meeting regulation and compliance demands.
We have delivered successfully in: Electricity transmission and distribution Gas transmission networks and metering Gas market central data services provision Solar power projects origination, development and operation Nuclear power generation and decommissioning.
Sources: McKinsey article (19/09/23), Maximising value through preconstruction excellence Oxford University Said Business School (23/01/25): MPLP presentation 1. 2.
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Programme Management: Translating your strategy into an executable portfolio and roadmap Mobilising and driving all moving parts of the resulting delivery Providing independent assurance to remain on-track Recovering programmes that are off-track Change Management: Building a compelling case and a vision for the change Agreeing the impacts of change across the organisation We work in small senior teams at the top of your Delivery Programme Our people are highly experienced and laser focused on delivery. We cover the PPM, Change Management and PMO disciplines but are not limited to this. We have the maturity to understand what is required to deliver a programme successfully and the flexibility to do what is necessary.
Introducing Project One
We are an award-winning, independent consulting business specialising in major programme delivery:
We work in small, senior teams at the top of the delivery programme providing expert leadership, and orchestrating activity across suppliers and internal teams Our core services include Programme Management, Change Management, and Governance and Control (PMO) Our consultants have 15+ years’ experience delivering complex change, and our work is assured by our Consulting Directors We work customer-side, bringing independence and genuine advice with your best interests in mind We bring capacity and experience to increase the pace of delivery while helping customers to build their internal delivery capability. Recognised as one of the UK’s Leading Management Consultants by the Financial Times in 2026. As a small, independent firm, this is a measure of the impact that we have, working alongside customers to deliver big things.
Planning and orchestrating the changes required Realising the benefits and embedding the change
Programme Management Office: Defining the required governance and control processes Assessing maturity of existing capability Designing, building and implementing the controls Leading and running the Programme Management Office.
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Infrastructure projects: delivery and through-life management
The journey to affordable, clean and secure energy for Great Britain relies fundamentally on the successful delivery of a wide array of infrastructure projects. And once delivered, new energy assets must be managed effectively on a whole system and through-life basis. We are proud to support GB energy organisations with this challenge. A few highlights of our work are shared below.
Commercial effectiveness – electricity transmission
Asset management – electricity transmission
Cybersecurity accreditation – power interconnectors
Delivering digital asset management capability Our customer must focus on digitising asset management
Establishing a robust Commercial Management function and capability Our customer is charged with delivering the electricity transmission network upgrade to enable Great Britain’s energy transition goals. Our people are an integral part of the team working to define the Commercial Principles that will guide engagement with the supply chain; deliver a Commercial decision-making framework to reduce risk and create efficiencies in overall project delivery; and refine the Commercial Assurance approach to build credibility, trust and improve project delivery outcomes.
Improving cybersecurity of critical energy infrastructure We supported our customer in enhancing cybersecurity and achieving NIS R compliance for key assets in the power interconnector business unit. Providing programme leadership, we worked with the supply chain, cybersecurity experts and representatives of the business to deliver a comprehensive cybersecurity framework (policies, processes and procedures), technological means to monitor and protect Operational Technology systems (Intrusion Detection System) and initiate the creation of cybersecurity culture.
financial processes, enabling a digital integrated solution for the creation, operation and maintenance of operational assets. Integration of this process allows Total Cost of Ownership information and unit cost performance analysis and reporting capabilities. This is necessary both to meet regulatory requirements and to drive asset performance efficiency within the business.
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Corporate transactions: delivering complex divestments and post-acquisition integration programmes
The Energy sector in Great Britain is evolving in response to the challenges and opportunities ahead. New business units are forming within corporations. New partnerships are being forged across the industry. New government and corporate entities are being formed, in some cases carved out of previous host organisations and reinvented. The Project One team are helping to deliver these changes. Here are some examples.
Business unit divestment into private ownership
Business unit divestment into government ownership
Integration of an electricity distribution business
Separation of a gas networks and metering business Supporting the logical and physical separation programmes of a gas networks and metering business from its parent organisation. In the first stage, Project One took leadership roles in the parent organisation, planning and delivering logical separation of ERP and connecting IT systems. When that was successfully delivered, we supported organisations on both sides of the divestment to exit the TSA and deliver physical separation of the business as a standalone entity under new ownership.
Separation of the Electricity System Operator Our customer launched a multi workstream Programme to deliver the divestment. All the Group functions and supporting IT systems needed to be split logically to create a self-standing business ready for divestment and physical separation. The ERP workstream was one of the greatest challenges, with ~50 integrated applications requiring logical separation. Project One supported the ERP workstream, taking key leadership roles, facilitating the procurement, onboarding and delivery management of the SI, driving the Programme Management, Data and People and Culture workstreams.
Designing the target state and implementation plan Our people were an integral part of the team charged with integration of corporate functions with the new parent company. The ambition was to leverage best practice and value from Group services. We defined the target integration state for functions in scope, with associated business case and implementation roadmap, understanding expected benefits, impact on cost base and integration risks for the Group and the newly acquired business unit. We facilitated the handshake between Group functional leads and the business unit.
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Optimising the organisation: delivering efficiency and effectiveness in core processes, and developing leadership capabilities In addition to delivering major infrastructure programmes, Energy organisations have a responsibility to run the business effectively and efficiently, building capability while minimising the administrative cost passed on to consumers. Here are some examples of Project One helping to deliver efficiency and capability development programmes.
Finance Transformation – FTSE 100 energy group
People Transformation – electricity and gas businesses
Leadership Capability – solar power
Adapting an acquisition to Group HR operating model and technology landscape We helped the Exec team to evaluate adoption of the Group model and plan an appropriate roadmap, covering migration to SAP SuccessFactors, new payroll and time recording solutions, and moving HR activity into a Global Business Services function. Leading a critical Payroll remediation Following divestment from its former parent company, our customer experienced payroll issues resulting from systems separation. Our people led urgent remediation activity in Payroll systems, data and processes, working as an integral part of the customers’ leadership team.
Enabling the delivery of a Q2 performing finance function through an optimised target operating model and significant cost base reduction We designed, implemented and ran the PMO for a major finance transformation in a FTSE 100 Energy company. The programme structure and integrated plan was developed to ensure this key programme was delivered on time and to budget. Excellent governance processes were implemented to ensure clear and consistent reporting to key stakeholders, building confidence and allowing decisions to be made quickly.
Helping the leaders of a rapidly growing solar company
To plan and deliver the transition from a group of highly talented entrepreneurs into a cohesive team, aligned around leading the business towards achievement of the highly ambitious strategic vision and goals. We provided robust data-based insight and developed succession plans for leaders of the future. We played a key part in supporting the rapid growth plans and underpinning investment in this new renewable energy leader.
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Regulation and compliance: programme management of Price Control Submission and optimising SHEQ compliance Price control submission and project assessments on major programmes are complex, time critical and resource intensive undertakings, requiring strong delivery management and controls. We’ve been able to inject experienced delivery resource into this environment to accelerate progress. We’ve also helped to drive efficiency and effectiveness in SHEQ compliance in highly regulated environments.
Programme management of price control submission
Integrated compliance in the nuclear sector
Bringing focus, structure and rigour to the Price Control Submission Our customer, a FTSE 100 Energy business, appointed Project One to set up and run the PMO which governed the highly complex and challenging processes to compile and assure investment plans and costings for the next regulatory period. The submission took account of many factors from Network upgrades, anticipated new infrastructure to meet future demand, and decarbonisation of the network.
Transformation and integration of compliance functions into a shared service Working with a highly specialised provider of materials into the nuclear power generation sector, we helped them to create a single compliance function covering Safety, Health, Environment & Quality (SHEQ). Project One designed the optimised end-to-end operating model, made the optimal use of technology to support compliance management and reporting, and provided greater transparency and control over compliance performance.
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Technology platform upgrade: delivering business critical IT system upgrade programmes
In some situations, technology upgrade is forced on the business through the vendor’s roadmap (the prime example being migration away from SAP ECC6). In other situations, new technology platforms underpin organisational efficiency or enable near-real time data sharing across infrastructure delivery programmes. Whatever the reason, technology upgrade programmes benefit from experienced people to bring them in on time and budget. This is where we come in.
ERP upgrade – FTSE 100 energy group
Global business services – FTSE 100 energy group
Central data services – Gas market
Deploying the technology layer underpinning a new global business services organisation Our customer is establishing a GBS function covering IT, procurement, finance, HR, engineering and related services. employee experience as they access core business services, and to deliver significant operating efficiencies. Project One is leading programme workstreams for Unified Service Desk and Purchase To Pay, critical modules of the GBS platform layer. The ambition is to deliver an improved and more effective
Leading the delivery of an SAP S/4HANA enabled transformation programme with deployment across 4 legal entities, 9 business functions and approximately 8,000 users Project One was an integral part of the programme leadership team, managing multiple technology and consulting partners. The scope was to migrate the core ERP system from SAP ECC6 to SAP S/4HANA and enhance processes including Procurement, Inventory Management, HR and Project Systems. The business case was based on replacement and standardisation of core processes that inhibited operational performance and resulted in inefficiencies across the business.
Upgrading the central data services platform for the UK gas market We supported the organisation responsible for managing the data that enables the UK gas market to operate effectively. Re-platforming the business required a huge SAP ISU implementation, which initially experienced some challenges. Project One was engaged to support the programme recovery and re-baselining, and we provided experienced people into the leadership team which managed through to successful deployment.
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