Project Phases

The methodology that Mantec has developed over the years is based upon our collective experience from more than 400 change and improvement projects.

The basics in the Mantec methodology are to create an understanding of and to implement:

  • Process focused improvement work
  • Continuous improvements
  • Management Control System


Characteristic of our approach is that we are working closely with the clients organisation in implementing practical and measurable improvements. We utilise and build on the existing experience within the organisation as well as contributing with new knowledge and techniques. While our goal is to deliver measurable results, our task is to pilot and educate our clients management and employees, and to get the organisation to take ownership of new practices and procedures. We thrive on bringing efficiency and continuous improvements to our clients organisations. 

In our extensive experience, and subsequently in accordance with the Mantec-way of running projects, the change should arise from within the organisations themselves. Consequently our methodology does not require any major shift in strategy, technology or large investments.
The methodology has three distinct phases; Analysis, Implementation Project and Follow Up.


1. Analysis (2-6 calendar weeks) 

In the analysis we define the current status perspective and establish improvement potentials, which of course are reviewed with the Management. Our experience is that all analysis identifies gaps between goals and reality of business Processes, Systems, Organisation and Personnel (PSOP). 
At the end of the analysis, a project plan for the realisation of the potentials is developed together with the client.


2. Execution (normally 35-50 calendar weeks)

Project philosophy

What distinguish a Mantec project is that we, together with our clients management and staff implement changes that lead to lasting improvements. Mantec strength is to implement and secure changes in activities and behaviour that provide sustainable and measurable improvements.

It is important to emphasize on the clients involvement and engagement in the project when, especially in designing the solutions. This is of course based on that it is easier to gain acceptance of change if the ideas come from within the organisation itself, as well as the fact that is strengthens the clients ability to continue to run change programmes on their own after the project is completed. In a Mantec project all the work is done together with the clients management and staff.

Project Managemet

From our experience the key to a projects success is structure. Mantec projects are managed through various means and toll gates to ensure that the project reaches the mutually agreed project objectives. This is ensured in a well structured and planned process containing; Start up, Implementation and Closure.

Project Methodology

The project methodology is the driving force of a Mantec project. With clearly defined phases, the various sub-projects are guided through the process. The phases include decision points to ensure ownership of proposed changes. The major steps in a sub-project could include: 

  • Planning
  • Mapping
  • Problem Description
  • Problem Solving
  • Implementation
  • Follow Up

A prerequisite for achieving lasting improvements in productivity and/or profitability is to meet the educational and training needs that exist in the organisation. In addition to this we need to establish and ensure the necessary understanding of the implemented changes. This is essential conditions in order for the clients to continue to manage change (continuous improvements) themselves. Training is characterized by practical sessions, combined with practical coaching and leadership training in the daily work environment.Management Control SystemThe Management Control System is central in a Mantec project and provide the management with the information needed for “on a daily basis“ be able to control and run the business. The Management Control System is implemented early in the project, and constantly improved throughout the project.SummaryThe backbone of a successful project is based on the above mentioned  “ building blocks“. Our experience has told us that a systematic and consistent, no nonsense approach, yields results.

Another vital factor is the commitment of the client management. There is an old proverb, recorded as early as 1175 in the Old English Homilies, which says “you can lead a horse to water, but one can´t force him to drink“. Without management commitment to change, one can never reach a company's full potential in an improvement project.

3. Follow up (start 0-12 months after conclusion of project)

During the first year (or longer if agreed) Mantec carries out compliance audits and reviews with the objective to ensure compliance to processes and procedures, and to facilitate further development of processes. This also includes an evaluation of the clients organisations level of adaption to the implemented changes. Any deviation is reported and corrective action agreed.




Making changes where changes count

Ordinary consulting projects tend to leave out the part that we believe is the most important: the operational organisation. 80% to 90% of business costs are controlled here and, most of the time, this is where change really delivers improved performance and enhances the bottom line. This is where we keep our focus.

Reports or actions?

Good advice should not be neglected but there is a major difference between giving advice and implementing change. Don't you have enough reports full of good advice?

At Mantec we carefully design our projects to add sustainable value and implement a client-customised platform for continuous improvement. The implementation phase is specifically constructed to anchor the changes within the operational area in focus. Read more about Mantec project phases to the left.