Whether you are a Board member or a senior sponsor of a complex project you may not realise the full extent of the risks you are managing. We run a number of risk assessments workshops every year to help:

• • identify any gaps in risk awareness and understanding

  • better understand the effectiveness of your controls

  • form a view on any compound risks providing plain English scenarios

  • provide your teams with tools and templates to continuously manage and monitor risk.

Having assessed and recovered many projects of all shapes and sizes you can rapidly receive:

• the root causes behind delays or cost overrun

• whether recovery is viable both financially and practically

• realistic recovery options and hands on support.

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

• • rapid procurement process execution with tools to accelerate this time consuming process

  • current and future state articulation to test alignment to your objectives

  • an expert view on contractual documentation and risk

  • independent scrutiny and evaluation of vendors looking to implement and configure your chosen solution.

An increasing number of industry leaders understand that poor data quality is hampering their ability to scale or know what is going on operationally.

They also understand that this is a business issue and not an IT problem. Without a well-designed strategy, initiatives in this space tend to focus on data cleansing; often fruitless and rarely delivering any meaningful change.

Direct experience in taking executives through data governance journeys:

• critical data flows are understood semantically and prioritised

• helping the organisation to delegate ownership of data and process quality.

Performing a large number of team effectiveness reviews each year enables a structured approach in measuring a team's performance.

An optional part of these reviews uses process data mining to help evidence:

• actual performance against any metrics and benchmarking i.e. are all engineers equally responsive/productive? who is letting the team down?

• compliance of service providers to their contractual obligations i.e. are your suppliers circumventing procurement controls? are they meeting the agreed SLAs?

Regardless of 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 users and be prepared to make a similar emotional investment as the rest of the team.