Our approach

Whilst we recognise every engagement is different we deploy a standard model for managing change. Our experience enables us to tailor our approach to the specific demands of our clients

In simple terms our model aims to drive:

  • A structure to change that can be understood by all those involved
  • A robust analysis stage (to avoid crisis management during delivery)
  • A focus on sustainability and capability improvement.

As your specialist interim PMO partner you should expect expert knowledge, advice and counsel. Our change management model ensures we also operate and deliver to consistently high standards, with our client’s desired outcome at the very heart of what we do.

Our QUEST change management model is illustrated below:


At this early stage of the change management model we simply deploy Kipling’s six honest serving men…

‘I keep six honest serving-men
(They taught me all I knew);
Their names are What and Why and When
And How and Where and Who’

Answering these questions will create some clarity around the nature of the change. Indeed for some short engagement’s they may suffice.

The need to really understand the client’s change requirements drive this stage. We aim to get underneaththe initial analysis and look at the programme of change in a much broader context, for example the strategic objectives to be met, a deeper analysis of the various stakeholders involved, the organisation’s history of and capacity for change etc. We have a number of analysis tools to help create a real deep understanding of the organisations requirements and how they might best be met. Time spent in these early analysis stages will drive the success of the overall engagement.

With the analysis stages complete the ‘Engineer’ stage is all about delivery. It is here that we design and agree solutions, create plans for implementation and roll our sleeves up and make things happen.

The nature of our work in this phase will clearly depend on the particular service procured by the client. Whatever the intervention, we will bring our experience and pragmatism to bear to devise and implement solutions that meet your needs. We always aim to do so with and through your own people where possible – it helps to create continuity and ultimately sustain the improvements made. Having spent time to take stock and analyse the situation during the analysis stages, we will create the energy and a pace of delivery that quickly builds momentum, seeking to capitalise on ‘quick wins’ where possible.

By selecting Quest Interim to support the delivery of a programme of change you should expect to see tangible improvements quickly. That is one of the advantages of using interim resource who specialise in change management.

This stage of our change management model is about maintaining that initial momentum. Likely interventions could include client staff training, perhaps coupled with coaching/mentoring, and establishing communities of excellence to drive continuous review and improvement.

The data that follows illustrates why we put great emphasis on sustainability – real tangible benefits are delivered only when a PMO function moves further along the road to maturity.1


We aim to leave our clients in a better state than when we joined; to leave a legacy of enhanced capability for change.

Transfer and close
At the end of the engagement we aim to leave our client in a better position than when we joined. This final stage will ensure that the requisite transfer of knowledge to the client team has occurred, and that plans are in place to address any outstanding actions.

The Close element aims to ensure that all required deliverables have been produced and signed-off. We would encourage the teams involved to conduct a review of the programme of change to identify what went well and what has been learned. Most importantly, the opportunity to capture the new knowledge, processes and experience that exists must be taken to build the clients capability for future change.

1 Making the business case for a highly focused and effective PMO
Michael Hanford, Gartner 2010