Objective, proven, independent and focussed - what else should your consultant’s be?
Strategic, diagnostic, coaching to aid your Capability no matter what stage you believe you are at:
- Strategy - Establish structures, operating models, terms of reference and processes for governance, PMOs, project management, value delivery and technical delivery;
- Delivery - Deliver/operate processes, people, training and management for all dimensions of program, project and value delivery; and/or
- Integrity - Value audits, project health diagnostics, competency and capability assessments and process reviews.
Could utilise our advice?
If you have any of these questions across each of our six key project delivery processes:
- Investment Management — Is your investment management whole or a hole? Is it owned by Strategy, Finance or no-one! Request Details
- Benefits Management — Trying to manage something you do not measure (or even define) properly? Hiding behind a “infrastructure” or “compliance” arguments? Request Details
- Business Simplification — Process reengineering seemingly making things more complex? The target process, or outsourced service, more expensive than the current process? Trying to fit your organisation into a software vendor’s “best practice”? Request Details
- Organisational Change Management — Trying to outsource the change of your organisation? Using terms like “technology impact”? Request Details
- Project Governance — All committees feel the same ? Do they steer or control ? Programs based on ownership ? Request Details
- Project and portfolio alignment — Lots of categorised, colourful spreadsheets telling you what you already know? Alignment based on broad, even subjective, assessment? No demonstrated increase in portfolio performance? Request Details
An end state whose realisation can be simply measured, by anyone WITH A TRUE/FALSE QUESTION. This clarity ensures no confusion as to achievement. Our Desired Business Outcomes are the primary measure of business success, and Project Outcomes the primary measure of a (change) project’s success.
An organisational attribute consisting of necessary people (with the requisite competencies), plus management (direction, structures, measures, controls, etc), plus organisational infrastructure (policies, processes, systems, etc).
The beneficial result of the delivery of one or more outcomes. All benefits are measurable and verifiable, but only some are quantifiable.
Narrowly, is the quantifiable value of a benefit (usually in financial terms). Broadly, a project’s inclusive statement for outcomes, benefits and (quantified) value, plus the projects strategic contribution.
An individual attribute of consisting of knowledge, training, experience, aptitude and attitude – possession of the requisite skills and how to apply them effectively.
