Eclipse Survey

Discover Your Project Management Maturity

Is your project set up for success, or are hidden vulnerabilities putting your delivery at risk? The ECLIPSE Assessment is a comprehensive evaluation tool designed specifically for project teams who want to understand exactly where they stand and what they need to do to achieve industry-leading performance.

In just 10 minutes, you’ll receive a detailed analysis of your project management capabilities across four critical areas: Strategic Project Management, Commercial Strategy, Effective Engineering, and Exemplar Actions. Our assessment has been developed from years of real-world project experience and identifies the key factors that separate high-performing teams from those that struggle with cost overruns, delays, and disputes.

What you’ll get:

Immediate scoring across 20 key project management areas
Personalized feedback based on your current maturity level
Clear action plan for improvement
Risk zone identification (from Critical Risk to Advanced Performance)
Benchmark comparison against industry standards

Whether you’re managing a multi-million pound infrastructure project or leading a critical business initiative, the ECLIPSE Assessment will give you the insights you need to maximize your chances of success. Complete the assessment below and take the first step toward transforming your project delivery capabilities.

Assessment takes approximately 10 minutes to complete. Your results will be available immediately, and our team will follow up to discuss how we can help you implement improvements.

ECLIPSE Assessment - Project Management Maturity Evaluation

Complete this assessment to evaluate your project management capabilities across four critical areas. Total possible score: 80 points.

Section 1 of 4

Strategic Project Management

1. Does the project have a defined vision statement for success which is communicated regularly?

a) No vision statement exists b) Vision exists but rarely communicated c) Quarterly team reviews of vision statement d) Monthly vision alignment meetings with documented outcomes e) Weekly reference to vision in team meetings with tracked alignment

2. Are goals for the team produced and reviewed on a regular basis?

a) No formal team goals exist b) Goals set annually with no regular review c) Quarterly goal setting with bi-monthly reviews d) Monthly goal reviews with documented progress e) Weekly goal tracking with measurable KPIs and action plans

3. Is the programme up to date and produced with full team collaboration?

a) Programme is outdated/not maintained b) Programme updated by planner only, no team input c) Monthly updates with limited team input d) Weekly updates with key team member input e) Real-time collaborative updates with full team engagement and documented review sessions

4. Are key project risks defined and owners assigned?

a) No formal risk register exists b) Basic risk register with no clear ownership c) Detailed risk register, irregular reviews d) Risk register with owners, monthly review e) Active risk management with weekly owner updates and mitigation tracking

5. Is there a robust, written client management plan in place?

a) No formal client management plan b) Basic communication plan only c) Written plan without regular review d) Detailed plan with monthly review and updates e) Comprehensive plan with weekly tracking, stakeholder mapping, and relationship metrics

Commercial Strategy

1. Is the contract fully reviewed for risks, briefed to the team and signed by all parties?

a) Contract not fully reviewed or signed b) Contract signed but team not briefed c) Contract reviewed and signed, basic team briefing completed d) Full contract review, risk register created, team briefed with documented understanding e) Contract fully reviewed, signed, briefed to team risk register produced and training undertaken on contract terms

2. Is the cost plan formally reviewed on a monthly basis with representatives from management, commercial, production, planning and engineering?

a) No formal cost plan reviews b) Ad-hoc reviews with limited attendance c) Monthly reviews but missing key stakeholders d) Monthly reviews with all stakeholders, basic action tracking e) Monthly integrated reviews with full stakeholder attendance, documented actions, and trend analysis

3. Are there frequent unplanned cost plan movements?

a) Fundamental unplanned movements which require senior management intervention b) Significant unplanned movements every month affecting the reporting margin c) Monthly unplanned movements with affect on reporting margin d) Occasional movements with minor affect on margin e) Movements rarely happen and are predicted with risk pots

4. Is there good collaboration between production and commercial teams?

a) Teams work in silos with minimal communication b) Basic communication but frequent conflicts c) Regular meetings but reactive problem-solving d) Proactive collaboration with weekly coordination meetings e) Fully integrated teams with daily communication, shared KPIs, and joint problem-solving

5. How proactive is the change management?

a) No regular reviews, unsure if changes are captured b) Ad-hoc reviews, some changes but with ineffective close out c) Regular reviews but without full team buy in and close out can be erratic d) Regular reviews, good team review and proactive close out e) Regular reviews, team workshops, feedback from commercial team and strategy to provide effective close out

Effective Engineering

1. Is there clear leadership in the engineering division?

a) No clear engineering leadership defined b) Leadership assigned but minimal team engagement c) Clear leadership with basic reporting structure d) Active leadership with documented responsibilities and regular team meetings e) Comprehensive leadership framework with succession planning, KPIs, and measurable team development goals

2. Are regular quality workshops held to discuss specifications and risks?

a) No regular quality workshops conducted b) Ad-hoc workshops with limited attendance c) Quarterly workshops covering basic specifications d) Monthly workshops with documented actions and risk assessments e) Regular workshops with comprehensive specification reviews, risk tracking, and lessons learned documentation

3. Are inspection and test plans comprehensive and in place?

a) No formal ITPs in place b) Basic ITPs without regular updates c) Standard ITPs with methodology checks d) Comprehensive ITPs with technical checks and clear hold points e) Fully integrated ITPs shared with feedback from designers and client

4. Is the scope of work fully understood and briefed back to the senior leadership team?

a) No formal scope reviews b) Basic review of scope but no significant discussions c) Thorough scope review and briefed to the team d) Thorough scope review and regular feedback sessions e) Thorough scope review with value engineering workshops and regular challenges

5. How is innovation encouraged?

a) No formal innovation process b) Ad-hoc suggestions with minimal follow-through c) Formal but infrequent innovation reviews d) Regular innovation reviews with feedback e) Innovation openly encouraged with regular workshops

Exemplar Actions

1. Are the team and the project being marketed on a regular basis?

a) No regular marketing activities b) Ad-hoc social media posts without strategy c) Monthly project updates on professional platforms d) Regular structured content (case studies, progress updates, team achievements) with engagement tracking e) Comprehensive marketing strategy, with content, case studies & sharing with internal business development

2. Is there a social value plan in place with a key owner?

a) No social value plan exists b) Basic plan without clear ownership c) Documented plan with assigned owner but limited reviews d) Active plan with targets, reporting and support from the senior team e) Comprehensive plan with client and senior team involved in regular reviews

3. Are there notable actions in place to encourage higher performing teams?

a) No strategy or plan in place to review teams b) Annual appraisal process c) Quarterly reviews and tracking of actions d) Review of team strengths and communication with action plan e) Strategic review of team strengths with regular workshops on how to improve team working

4. Are any metrics understood for team happiness / motivation?

a) No formal measurement system b) Annual satisfaction surveys only c) Quarterly feedback sessions with action plans d) Monthly feedback sessions with motivation plans in place e) Weekly engagement on team happiness and constant refinement actions

5. Are there tangible ways in which safety culture is being promoted?

a) Basic compliance only b) Standard toolbox talks without engagement tracking c) Regular safety meetings with basic metrics d) Active safety program with behavioural safety e) Clear safety culture demonstrated by leadership team with frequent innovative actions and empowerment