Client Case Study

Tactical Deployment of Programme Management Support for Engine Development Programme

Discover how Project4 Learning Lab provided tactical programme management support to a complex engine development programme.

This case study outlines the tactical programme management support provided to a complex engine development programme (referred to as the engine programme). We were engaged in late 2024 following a successful pilot of agile ways of working, with the remit to maintain delivery momentum during a transitional period and embed structured, agile delivery practices within the team. Our support was key in sustaining execution pace and enabling leadership continuity as the programme navigated complex technical milestones.

Provided over an initial 3-month period and subsequently extended by a further 2 months, this support involved an experienced programme manager embedded within the programme leadership team. The scope included agile facilitation, planning coordination, customer integration, leadership support, and a structured handover to the incoming programme manager.

This project utilised a capability transfer approach to embed new ways of working within the client's team.

Proposed Programme

Slow to Flow

Rapid team-based improvements to accelerate flow based on the principles of scientific thinking by learning about a topic, planning a change, implementing it and reflecting on it in each cycle.

Challenges Identified

Multi-Tasking / Context Switching

Multiple activities in progress simultaneously switching between work (can lead up to 30% productivity loss).

Rhythm & Blues

Teams planning at different rhythms and different times, leading to significant management overhead and an inability to commit to plans when teams used shared resources.

Assumed Accountabilities

People aren't clear on their roles or assume the accountabilities of others (can lead to a lack of ownership).

Learned Helplessness

Teams are used to either problems not being fixed or leaders taking problems away from them and develop a habit of accepting problems or waiting for someone to fix them.

Our 4 Step Process

Capability Transfer

1Tell Me

Tell Me

In the initial phase of our engagement, we embedded into the engine programme to understand the existing delivery landscape and build on prior momentum. We worked alongside the client's team to quickly identify areas of remaining delivery risk and where further support could help mature agile ways of working across all levels.

This involved understanding the specific challenges within the programme, such as gaps that had emerged in how updates and priorities were shared with their customer due to a limited handover. We helped the team articulate the customer’s needs and the importance of re-establishing clear, transparent lines of communication with a regular cadence to ensure consistency and alignment.

We also highlighted the gap in engagement from Flight Level 1 teams, explaining why their full participation was important for the successful adoption of agile ways of working across the programme. We communicated the need to stabilise the agile structure and strengthen delivery discipline, as existing agile rhythms were in place but lacked consistent embedding.

2Show Me

Show Me

Based on the understanding developed in the initial phase, we focused on demonstrating consistent agile practices and structured communication methods. We led the agile cadence across Flight Level 3 and Flight Level 2, showing the team how to ensure key events like stand-ups, planning sessions, and reviews were purposeful and outcome driven. We specifically focused on sharpening the PI planning process and demonstrating how to create greater alignment between teams and agreed OKRs.

To improve customer engagement, we introduced and modelled a structured communication rhythm with the customer, showing how proactive and transparent updates could restore confidence and set clearer expectations. We worked with the leadership team to demonstrate how to clarify the connection between Flight Level 1 work and overall programme objectives, showing them how to create more inclusive routines and simplify language to increase understanding and participation from delivery teams.

Throughout this phase, we also showed the team what a structured transition plan for the incoming programme manager looked like, including documenting routines, risk registers, and current priorities.

3Let Me

Let Me

Once consistent routines and communication methods were demonstrated, we moved to a phase where the engine programme team began to practice and implement these new ways of working themselves. We provided updated templates and frameworks, then allowed the team to take the lead in running key agile events independently.

We facilitated collaborative sessions where Flight Level 1 teams were empowered to co-create their ways of working, allowing them to practice surfacing local insights and building buy-in by connecting their work to the programme’s OKRs. The team began using a lightweight framework for tracking impediments themselves, practicing proactive management of blockers and escalating only when necessary.

As part of the transition, the incoming programme manager was actively involved, practicing the facilitation of the system and cadences with our support and guidance. This phase was crucial for the team to gain practical experience and build confidence in applying the new practices.

4Coach Me

Coach Me

In the final stage, our focus shifted to coaching and supporting the team, particularly the incoming programme manager, to ensure the sustainability of the embedded practices. We provided one-on-one coaching sessions to the incoming programme manager, offering guidance, context, tools, and approaches that had proven successful over the previous weeks.

We delivered a concise handover pack as a coaching tool, capturing key rhythms, responsibilities, and artefacts to help the leadership team maintain continuity. We also provided recommendations and coaching on how to further improve engagement at Flight Level 1, sustain transparent communication with the customer, and continue to mature the collaboration cadence.

This coaching ensured the team was equipped not just to follow the new ways of working but to adapt, evolve, and confidently lead them into the future.

Results

Over the five-month engagement, the engine programme team saw improved engagement between leadership and delivery teams, greater accountability for work in progress, and more effective use of cadence to address impediments.

100

NPS^®

Achieved Net Promoter Score of 100

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