WOLFBRIDGE PROJECT PARTNERS
COMPLEX PROJECT DELIVERY READINESS CHECKLIST

Use this checklist before procurement, mobilisation, a major programme gateway or a recovery review.

1. GOVERNANCE AND ACCOUNTABILITY
[ ] A named senior responsible owner has authority to make programme decisions.
[ ] Client, consultant, contractor and specialist responsibilities are explicit.
[ ] Decision thresholds and escalation routes are documented.
[ ] Governance meetings have defined inputs, outputs, owners and deadlines.
[ ] Actions are closed with evidence rather than carried between meetings.

2. BRIEF AND SUCCESS CRITERIA
[ ] The operational outcome is defined, not only the construction output.
[ ] Scope boundaries, exclusions and assumptions are recorded.
[ ] User, operator and facilities-management requirements are agreed.
[ ] Acceptance criteria are measurable and linked to handover.
[ ] Late-change authority and impact assessment are established.

3. PROGRAMME CONTROL
[ ] The baseline programme reflects approvals, design, procurement and commissioning.
[ ] The critical path is understood by the people responsible for decisions.
[ ] Interfaces between packages have named owners.
[ ] Float ownership and contingency use are agreed.
[ ] Progress is evidenced against deliverables, not subjective percentages.
[ ] Short-interval plans exist for high-risk delivery periods.

4. COMMERCIAL CONTROL
[ ] The approved budget includes quantified risk and realistic inflation assumptions.
[ ] Change-control rules are understood and consistently applied.
[ ] Valuations, variations and forecasts are supported by current evidence.
[ ] Long-lead items and supplier exposure are visible in the cost plan.
[ ] The commercial position reconciles with the programme position.

5. TECHNICAL ASSURANCE
[ ] Design responsibility is complete and free from material gaps or overlaps.
[ ] Surveys and existing information have been tested for reliability.
[ ] Compliance requirements are mapped to accountable reviewers and approvals.
[ ] Buildability, access, maintenance and replacement have been reviewed.
[ ] Design release dates align with procurement and construction need dates.
[ ] Inspection, test and hold points are agreed before work starts.

6. STAKEHOLDERS AND DECISIONS
[ ] Every critical stakeholder has a defined role and engagement route.
[ ] Operational users understand the consequences of late decisions.
[ ] Decision papers state recommendation, cost, programme and risk implications.
[ ] Communications are proportionate to the impact on users and neighbours.
[ ] Disagreements have a time-bound escalation route.

7. LIVE-ENVIRONMENT DELIVERY
[ ] Construction activity is planned around operational priorities.
[ ] Access, segregation, deliveries, waste and emergency routes are agreed.
[ ] Noise, dust, vibration, shutdown and infection-control limits are defined.
[ ] Permits and isolations include approval, contingency and reinstatement plans.
[ ] Daily coordination connects the site team with operational stakeholders.

8. MMC AND MODULAR DELIVERY (WHERE APPLICABLE)
[ ] The design-freeze strategy matches manufacturing release dates.
[ ] Factory, transport, craneage, site and commissioning interfaces have one plan.
[ ] Route, abnormal-load, storage and lifting constraints are validated.
[ ] Factory quality assurance and inspection rights are contractually secured.
[ ] Module interfaces and tolerances are designed, surveyed and owned.
[ ] Payment, vesting, warranties and supplier failure exposure are controlled.

9. COMMISSIONING AND HANDOVER
[ ] Commissioning starts in the programme before physical completion.
[ ] Witnessing, validation and statutory approvals have named owners.
[ ] Asset data, O&M information, training and spares requirements are defined.
[ ] Operational readiness includes staffing, equipment and familiarisation.
[ ] Defect closure and soft-landings support are planned and resourced.

READINESS REVIEW
For every unchecked item, record:
- accountable owner
- required decision or deliverable
- due date
- cost and programme exposure
- escalation date if unresolved

If several critical items remain unchecked, the scheme may be moving into delivery with avoidable risk.

Speak to a Director: https://wolfbridgepp.co.uk/contact
WolfBridge Project Partners: https://wolfbridgepp.co.uk/