Reduce your project cost

by building clear, fully dimensioned project strategies

Large projects, especially IT systems delivery projects have challenges that are common and identifiable. Through careful study of real projects and management approaches in different industries, I have identified a broard set of considerations essential to project success yet which are frequently missed.

Measurement and metrics methods - for example earned value
Organization alignment with project objectives and technology architecture
Culture and team motivation
Suitability of commercial structures
Procurement approach, Request for proposals (RFPs) and Proposal evaluation
Contract types - what can and can't be fixed for example

Be the success exception

run a successful project with bold and imaginative steps

Business transformation success comes through building in structures that most fail to even consider. For example what are the real deliverables? How will the teams behave culturally? How will employees relate to and work with suppliers? What are suppliers incentivised to do? (That last one is a big one!).

Core themes

Shape to define the types of things to be delivered
Share the definitions so everyone involved is aligned
Clearly identify the business goals
Invite participation and encourage common ownership

Really know where you stand

by measuring what really matters

The core product of a systems project is actual functional capability delivered which meets business goals. Frequently, measuring progess means looking at and measuring things that don't support project goals - days worked by the team for example, may be of some interest, but if it doesn't produce good product, then it's at best a distraction.

Core themes

Measurement identification
Progress tracking
Earned value calulation
Measurement processes

Success focused supplier contracts

through rewarding alignment with your project's business goals

Bake success into supplier relationships and avoid the perverse incentives trap. Too often contracts with suppliers are structured in a way that benefits the supplier at your expense. Incentives are set to deliver great revenues for systems integrators and sub-contract suppliers but do the opposite for your project. Avoid those cost overruns and deliver on time by careful contractual relationships.

Core themes

Incentivizing project milestones
The fixed price and delegated responsibility falacy
Supplier to supplier relationships
Contract change management processes
Contract proiorities and styles