Project success or failure is often determined by the decisions made at the very beginning. A successful project is one that is backed by a solid business case, selects and deploys the correct tools, is backed by a comprehensive implementation plan, and is able to transform business process to best leverage project outcomes.
There are three areas of our planning that help you start your project on the right footing:
Business Case & Proposal Development
A robust business case should consider total value anticipated from the project. A business case is typically an input to strategic planning and may lead to a budget request of the Board of Directors or Executive stakeholders. Through Business Case Development we will seek to find answers to the following questions:
- What opportunities are made available through the project?
- What are the current risks associated with the current architecture?
- What are the anticipated direct and indirect costs associated with the project?
- How will opportunities, costs and risks be measured throughout?
- And, ultimately, what metrics and milestones must be met to see value worth the investment and risks associated with the project?
Implementation Planning
Prior to the start of a project there is significant that should be considered to ensure your organization is ready to begin. This can include project team development, risk identification and analysis, user adoption planning – or change management planning, communication planning and process streamlining. The work done in advance of a project can be the difference in project success or failure.
Business Analysis & Process Streamlining
Before initiating a systems change it is worth considering a process change. Is it technology or supporting applications that are holding your work back? Or, is it that the current systems are insufficiently adopted or underutilized? We can help you discover where the problem areas are so that you solve the real issues.
Articles and Resource Materials
Blog Post Creating a Project Charter
September 22, 2015 – Projects can spend a long time awaiting approval. When they are finally approved, it is tempting to dive directly into Project Planning – to turn the potential energy of the previous months (or years) into immediate, kinetic activity.
Blog Post: Selecting Tools & Tech
November 19, 2015 – For many organizations selecting new tools and technology is not a common occurrence. The infrequency of system replacements adds pressure to make the right decision for immediate needs while also anticipating future requirements.
Blog Post: Establishing Project Governance
August 21, 2015 – A hallmark of a well-run project is effective governance. For the purposes of this post, I would consider “governance” the authority structure outside the core project team that has been constituted in support of the project.