Helping navigate complex technology decisions
Many organisations are making technology investments to modernise, transform or simply keep up with the pace of change and regulation. Large change projects are inherently complex, attract a high failure rate and can threaten the entire organisation. Please get in touch if you are interested in the below services:
With experience in correcting major projects in the Lloyd's of London insurance market and a background in software development, the rescue service helps executives facing the following challenges:
Projects running over budget and schedule with a lack of authenticity in the reasons provided from the project team
Suppliers who frequently look to shift the blame, are not prepared to take ownership and appear to have forgotten who the customer is
Well-meaning project managers who are unable to furnish you with a remediation plan you have confidence in
A lack of confidence in the delivery schedule and ambiguity around what success looks like
Poor, generic and stale risk articulation with a lack of clarity on specific mitigation actions and responsibilities
Project risk and Independent Quality Assurance (IQA)
An ongoing partnership with PwC permits an IQA service offering via their world-class and widely trusted project risk service.
Get in touch and we will quickly assess how best to help your governance team gain an independent view of the true risks facing your programme.
Technology selection and procurement support
Investing in the right software is complicated with a growing range of options. We can help by:
running your Request For Proposal process, bringing templates and tools to accelerate this time consuming process
rapidly extracting your requirements and performing market scans, drawing upon our experience to narrow your options down
helping to build an architecture to describe your current, target and future states aligned to organisational strategy
evaluating vendors who are looking to implement and configure your chosen solution
forming an expert view on the maturity of contractual documentation and provide advice on strengthening the level of protection offered.
Data strategy and governance
An increasing number of industry leaders understand that data quality is hampering their ability to scale and automate manual processes. They also understand that data quality is not an IT issue but a business one. However without a well designed strategy, initiatives in this space tend to focus on data cleansing exercises which are often fruitless and do not result in meaningful change.
We bring experience in taking executives through data journeys in order that critical data sets and flows are understood semantically and prioritised. From there, the organisation can begin to trust these and move towards data driven decision making.
Health check and performance evaluation
Whether you need to reset an existing vendor relationship or you require an independent view on the performance of your IT team and service providers, we can help restore the image of your technology services. We can also use your data to better understand:
performance of your teams using data process mining
compliance of your service providers to their contractual obligations
if you are paying software license fees for software or modules you are not actually using.
Regardless of the chosen methodology, all projects are reliant on the constraints of the project management triangle to balance budget, time and scope each with an impact 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) are the bare minimum a project manager should be bringing to the table.
For a project to be truly successful, your project manager should have a deep understanding of the change ahead. They should be able to empathise with users who need to adapt and be prepared to make a similar emotional investment as the rest of the project team. The changes in people, process and data need to be completely understood and balanced against the chosen technology.
By being directly involved and having trusted oversight on hundreds of technology projects, experience brings a sense of what both bad and good look like with a clear view on how to address the former and build upon the latter. Our key difference is providing:
Managing risk is another core skill project managers require but often the risk register will be drafted and discarded, instead of being the organic artefact it should be. This leads to a watermelon project which upwardly reports a green status whereas a deep pool of red risks exists, just beneath the surface.
Projects must ensure sponsors retain control by factoring in decision points that align to the critical success points of the project. Traditional checkpoints tend to occur once the cost is incurred or the issue has progressed and governance groups are faced with dealing with this after the fact rather than ahead of time.
Traditional 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 measure of success and a baseline taken prior to any change.
Project managers that excel tend to have a deep technical background which allows translation of technical complexity to senior stakeholders whilst being able to hold the "techies" to account. Talk to us about our deep software development skills and ability to assess a vendor's software development practices.
Based in Dunedin with a national outlook we already work with a number of high-profile New Zealand organisations: