(7) instructs the shadow Sponsor
Board and Delivery Authority and their statutory successors to apply high standards of cost -
effectiveness and demonstrate value for money in the business case, to report back to Parliament with up to date costings and a realistic timetable for the duration of the work, and to include measures to ensure: the repair and replacement of mechanical and electrical services, fire safety improvement works, the removal of asbestos, repairs to the
external and internal fabric of the Palace, the removal of unnecessary and unsightly accretions to the Palace, the improvement of visitor access including the provision of new educational and other facilities for visitors and full access for people with disabilities;
Drove
external and internal business critical initiatives, including three different new revenue producing initiatives within a new business sector for the company Proposed, researched and implemented a new enterprise project / portfolio management tool suite to drive inter-departmental execution efficiencies, and firm - wide delivery accountability for the customers Provided management and administrative support for the company's project portfolio planning process, which allowed for the beginning of executive transparency and fact - based decision making Guided team members through the application of new management techniques - such as visual
board management and self - organizing team principles - with the goal of increasing team cohesion, communication and ownership Established internal project execution practice improvements to increase departmental
effectiveness and staff skills sets.