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Skills and Sectors

SPECIALISATIONS

Strategy Development and Implementation
Project and Programme Management
Change Management
Identifying and maintaining business benefits
Business analysis and process improvement

PUBLIC SPEAKING and PUBLICATIONS, including

Project representation and workshops for the client
Presentations and workshops on
Change Management
Business Case Development
Process management
Project Management

Our Objectives

Barry Tuckwood Associates provides independent management consultancy, focussing on project management. Our objective is to provide clients with advice and support in ensuring that their projects meet their business requirements. This means that not only must they run on time and to budget but that they must also meet their strategic goals.

Our objectives therefore extend from helping clients make strategic choices about which projects in which to invest, to practical choices about how their projects are managed. Our ultimate objective is to make best practice project management a natural part of the way that the client runs projects, to help them become expert in project management. Key to this are Control, Communication, Planning, and Risk Management.

 

How we achieve it
 

Working alone or with Associates we put forward a proposal to the client, including attending briefings and presentation meetings where necessary. The nature of project management roles results in company-wide involvement, leading to an understanding of the issues across a broad spectrum of business functions. This breadth leads to the ability to understand quickly a client’s business needs. Analysis leads to a focus on the exception items, those areas where the problems are most serious, the risks highest, and the need for rapid resolution is greatest.

We seek to adopt a uniquely practical and team orientated approach, working alongside client staff helping them in the process of project management, coaching them. Where agreed, we take on the role of project manager through the various stages from an agreed project brief to project completion, and transferring skills to client staff.

Barry Tuckwood, Managing Consultant

With wide experience of industry gained through over 15 years of management consultancy backed up by over 16 years of engineering management, his experience includes Organisational and Strategic Reviews, Project Management, Project Audits, Marketing Management, Procurement, Relocation, and Training.

Since 1994 Barry has also been a Tutor for the University of Durham Business School, working with Distance Learning MBA students on Project Management and during their Dissertations which range from customer relationship management and quality assurance to e-commerce.

He has been a visiting lecturer at Greenwich University, and is Chief Examiner on the Examinations Panel for the Consultancy Practice qualification of the Information Systems Examinations Board.

As well as engineering degrees he holds an MBA from Strathclyde Business School. He is a Chartered Engineer and is a Certified Management Consultant.

He has been published by Ambassador, the magazine for The Association of MBAs, and Effective Consulting, as well as London Connects and eGov Monitor.

Barry is a member of the Richmond Group a consortium of independent consultants. He was elected to Council in 2002.

He is the founder and chairman of the Independent Consultants Group, firstmonday, which began as a special interests group of the Association of MBAs in 1993. He received The Chairman’s Award for his Outstanding Contribution to the Association in November 2001.

Through these relationships he has access to a wide range of consultants enabling diverse client needs to be fulfilled.

Contact us to arrange a discussion without obligation.

Clients

Directly or through associate relationships, Barry Tuckwood Associates has worked with

The Royal Mail
Anglian Water
The Home Office
Valuation Office Agency
Office of the Deputy Prime Minister, now Communities and Local Government
London Connects
Local Authorities
Swale Borough Council
Major Pharmaceutical Company
Specialist Hardware and Software supplier
Association of MBAs
University of Durham Business School
Greenwich University
Strathclyde Graduate Business School
Information Systems Examining Board
Oval Projects (Publishers)

Skills

These assignments involved:
Strategy development
Change Management
Business Continuity
Business Analysis
Security Programme
Data management
Marketing and Public Relations
Procurement
Planning
Process Mapping
Education and Training
Workshops and Public Speaking 

 

Some unexpected requests

You never know what might be requested. Amongst the bonuses in the experience brought to clients might be experience of:

Surface coatings.

This isn't "just paint". The many roles I have enjoyed began in construction where the requirement to consider coatings was part of all design and specification associated in particular structural steelwork, distribution pipework for oil, water and gas, and containers for materials including water, oil, and other commodities. In conjunction in particular with expertise provided by the Arabian American Oil Company’s Corrosion Control department, we considered the complex requirements to ensure satisfactory delivery and construction from global sources to locations in Saudi Arabia. Coatings and related options included galvanising, intumescent paints, baked phenolic lining, and a variety of plastic-based finishes, as well as cathodic and anodic protection.

As a practical example I once had to arrange for the repair of a newly delivered water filter vessel, in the form of an inverted cone above which was a cylinder. The vessel was supported on three legs. On arrival it was apparent that somewhere on its journey it had been dropped causing the inside of the vessel to be sufficiently damaged to have ruined the existing internal coating locally.

The cone's end was just big enough for access enabling repair of the internal coating.

This brings us back to the option which was offered for another vessel for using 'baked phenolic lining'. This was described as being 'like glass', so dropping the vessel in transit was likely to cause serious damage to it, and, unlike the other vessel, repair would not have been possible on site. Subsequent research reveals that it is a well-known coating but that it requires considerable care to provide it.

So under the circumstances at the time and with the experience of repairing a similar type of vessel abandining that optiom was agreed to be the right decision.

We can argue that this was an example of risk management - risk was always a consideration although in 1983 we did not have formal risk logs. We now advocate the creation of risk and issue logs for all projects.