Most organisations want to use technology to improve efficiency, see what is really happening operationally or simply to keep up with regulation. Large change projects are inherently complex, attract a high failure rate and if left unchecked can threaten the whole organisation.

Wasted investment can be avoided in this space with expert advice.


How do I recover a failing project?

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The rescue service helps executives facing the following challenges:


How can I verify my project is on track?

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An ongoing partnership with PwC permits Independent Quality Assurance via their world-class and widely trusted project risk framework providing:


How do I know it is the right software?

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Investing in the right software is complicated with a vast array of options pushed by highly-motivated sales people. A number of clients benefit from:


How effective is my IT service?

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Performing a large number of reviews each year enables clear insight into this area which can become muddled with jargon. As part of this process data is used to understand:


How can I make better decisions?

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An increasing number of industry leaders understand that poor data quality is hampering their ability to scale the business, automate manual processes or simply know what's going on in their own operations.

They also understand that this is a business issue. Without a well-designed strategy initiatives in this space tend to focus on data cleansing; often fruitless and doesn't deliver any meaningful change.

Direct experience in taking executives through data governance journeys:


How can I run projects properly?

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Regardless of the methodology, all projects are subject to project management triangle constraints (budget, time and scope) and the need to balance the impact each has on quality. Whilst it is important to manage and explain this core element, this triangle and many other common tools (e.g. regular status reporting, robust project plans, accurate forecasting) are the bare minimum a project manager should be bringing to the table.

For a project to be truly successful, a project manager should have a rich understanding of the change ahead. They should be able to empathise with your users and be prepared to make a similar emotional investment as the rest of the team.

Forward-looking risk
Managing risk is a core project management skill but often the risk register will be drafted and discarded, instead of being the living document which constantly maps and prioritises action.

Meaningful checkpoints
Projects must ensure sponsors retain control by creating checkpoints that align to critical project success points. In poorly run projects these tend to occur after the cost is committed/incurred or issues have already progressed leaving governance groups to deal with them after the fact rather than ahead of time where influence and experience could be useful.

Measurable benefits
Poor benefit articulation lacks specificity and aims to placate decision makers with promise of efficiency or transparency. Each benefit statement should have a business owner, a clear and understandable measure of success plus a baseline taken prior to any change.

Plain English communication
Project managers that excel tend to have a deep technical background allowing translation of technical complexity to senior stakeholders whilst also being able to hold technical resources to account.


Ollie Barton-Jones has over 20 years' experience in correcting major change programmes, writing software, and delivering great client outcomes.

The bulk of his career was spent in the London and Bermuda reinsurance markets helping executives drive efficiency in a highly regulated, fast-paced and competetive environment. A specialty in catastrophe modelling helped build a comprehensive understanding and data assisted decision making.

In New Zealand he delivers high quality engagements nationally across a broad range of industries.