PROJECT SERVICES

In our opinion, with only a few exceptions, the first and foremost purpose of project management is to run a project so that it delivers the promised business benefits which are generally cost reductions or increases in revenue.  If a project does not achieve these tangible business goals, then it has failed.  Hitting schedule, budget or even software quality goals is not enough and by themselves achieves nothing.  Too often we see projects sold on business benefits, but once sold, these goals are quickly replaced with project schedule and budget goals.  In our view, a project manager’s primary goal is to deliver the promised business goals to the company’s bottom line with the other goals being important, but secondary.

While we offer a number of project related services, a few of our more popular services are:

• Turnaround Project Management – While the statistics vary somewhat, only about 30% of all projects are considered successful, 50% are considered “challenged” and 20% are considered a failure.  Our project turnaround services are geared towards repositioning the problematic projects into the success category.  Of course, every situation differs and the techniques used by our seasoned professionals will vary but often include gaining a strong understanding of the project shortfalls and then making a number of decisive adjustments to the project.  This may include changes such as putting the right people in the right positions on the project, “fact based” decision making to re-establish credibility with users, re-focusing development efforts on high return modules and business processes, re-planning, scope re-adjustments, and closer alignment with business sponsors and end-users.    

• Project HealthCheck – Although many CIOs are skilled at identifying troubled projects, they often do not have sufficient time to work through every project to categorize each project appropriately.  They tend to focus on the very largest projects.  Our HealthCheck services are geared toward helping IT or business executives understand which projects are on the right trajectory and which projects are heading towards the scrap heap.  Since we use a “portfolio approach” to categorizing each project, our customers can see better understand how each project is absolutely performing and performing as compared to others in the portfolio.  Projects health is typically measured through measures including business return (projected value), staffing quality, schedule, budget, quality, project control, key issues, and end-user acceptance. 

• Business Process Services – While projects are often sold with a business case that promises to deliver certain business value, it is our experience that these are generally only ballpark estimates.  Since the assigned project team are generally focused on hitting budget, schedule and software quality goals, the business processes are often not addressed until the software is handed over to the end-user at which time each user must independently figure out how to do their jobs with the new software.  Our business process services were designed to develop new business processes throughout the software projects with close user involvement.  As each technology-business process issue is uncovered, adjustments to either the technology and/or business process must be made.  The business process must be laid at such a level as to ensure each function knows how to effectively perform their jobs using the new software so that the promised business case returns can be achieved.

To get an idea of how we operate and our results, please feel free to also review a few of our CASE STUDIES:

• Manufacturing Software Company Turn Around Interim Management – Performed a US based software company.  Resulted in dramatically improved project credibility and customer relationships, establishment of best-in-class project team and re-scoping of project.

• Electronics Components Sales and eCommerce Program Management – Performed for the electrical components division of a European conglomerate.  Resulted included targeted savings of over $30 million and substantially increased sales force productivity.
  
  
• US Automaker Product Development Business Process Modernization – Operated program office for this $1 billion product development modernization program. Ultimately resulted in 50% product development lead time reductions.