Project management
Set up a cross-functional project organisation (executive management, IT and business). Manage your vendors methodically and communicate with a "big picture" view.
An IT project rarely fails for technical reasons. It fails because nobody can make the call, because the business discovers the solution at acceptance-testing time, or because the vendor is managing the client instead of the other way round.
Governance that brings management and the business together
A useful steering committee brings together those who can decide and those who will live with the decision. I set up short meetings, with a disciplined agenda and recorded decisions — which avoids replaying the same discussion three times.
Manage vendors rather than be managed by them
This requires written commitments that describe an outcome rather than an activity, verifiable milestones, and an in-house ability to check the quality of what is delivered. I bring that ability for the duration of the assignment, and I hand it over.
Reporting an executive committee can read
An overview that fits on one page, showing what is moving forward, what is stuck and what has to be decided this week. The rest — the technical details — stays available for those who ask, without cluttering the decision.
Who it is for: Cross-functional projects involving several departments, several vendors, or a regulatory deadline.
Other services
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