What improvements would you like to see in the way your Programmes and Projects are managed?

If you demand a high quality product in the shortest possible time, then there has to flexibility in its cost. Or, if you prefer a low cost product in the shortest amount of time, then its not unreasonable to expect the quality to suffer. On the other hand if cost and quality are not negotiable duration and scope must be flexible. The solution space can be constrained in only two of the three dimensions – there must be at least one independent variable.

At INTERIM however, we believe neither timely delivery, quality or cost need be compromised and that robust Project Management, Planning and best practice goes a considerable way to achieve the optimum balance successfully deliver the project and its benefits.

IT projects are notoriously high risk, expensive change enablers susceptible to failure for many reasons, typically :-

• Projects are justified and launched in isolation of other improvement initiatives.
• There is no Business Case.
• The scope has not been baselined.
• There are no Change Management Procedures.
• Stakeholders' Expectations are not managed.
• The Project Manager  tells Stakeholders what they want.
• The Project Manager doesn’t have a grasp of the project.
• The project is being managed by the Project Board, not the PM.
• Poor Governance.
• Resources are underperforming and costs are out of control.
• RISKs are not owned or managed.
• Issues are left unresolved.

Successful Programme and Project delivery requires an appreciation of the full lifecycle from an understanding of the strategic objectives to the benefits to be delivered and everything in between.

When Organisations see large scale Business Change as a means to get where they want to be, implementation of the strategy must involve tangible and cohesive links between the tactical plans, programme definition, portfolio and project planning and benefits realisation.

INTERIM can help to formally define the boundaries of your Programme, formulate a business model, specify and plan the relationships and dependencies of projects with an optimum grouping of project portfolios. We can also help you define and analyse risks to the Programme.

Large investment in organisation reforms or change is always risky. It can be a lengthy and iterative process requiring representation and persuasion at the highest level. The Investment Appraisal may undergo several transformations before its message and impact is understood and agreed by decision makers.  The involvement of several disciplines is often required to contribute to the IA and the co-ordination of their activities can benefit significantly from the experience of consultants specialising in this field. 

INTERIM can help you to identify the options available and provide for each one the financial cost and benefits plus an assessment of their non-financial benefits. They can also help with the Financial Analysis and importantly, they will assist in determining the risks and uncertainties involved in the proposal and develop a Risk Management Plan.

No organisation wants to stifle business notions or suggestions. On the contrary. Good ideas are essential to continuous improvements in commercial practice, business behaviour, cost awareness etc. Whilst not all ideas are good ideas those that endure need some formal recognition and process to take them forward. By conducting a high-level Analysis to determine both the problems and requirements and to model both in terms of Business Processes and Data, a formal definition and justification of the requirements can be reached. Using a formal, structured technique provides the input and audit trail for subsequent activities in the project lifecycle should it proceed beyond the Feasibility Study.

The Exec Board has no interest in Process and Data Models, they want to see Improvements, Options, Cost and above all Benefits, Savings and Return On Investment (ROI), and they want to know how soon. The Business Case is your passport to  financial and Exec Board support for the project. A well crafted Business Case is concise and to the point. It should be accurate, informative and well researched and easily readable. Plus, it should be delivered and approved first time. INTERIM  can help and advise you build your Business Case and how best to express its benefits.

When experienced resources are just not available or skilled enough to manage a project INTERIM can help by providing the Project Manager to bring projects onto a formal footing by introducing and managing the main elements of any project :-

Is the project really in good shape and are the optimistic Project Board reports and checkpoints a true reflection of the project position?  An independent Project reviewer will take an objective and pragmatic look at the project deliverables and plans and make a professional assessment of its condition together with recommendations where appropriate.

Intended mainly – but not exclusively – at Procurement Projects the service provides preparation and walkthroughs for the 6 Stage Review Process. It will help you prepare a Project Profile Model (PPM) and a plan for the inclusion of the reviews in the project. It will also guide you through preparation for :-

• Review 0 -  Strategic Assessment
• Review 1 -  Business Justification
• Review 2 -  Procurement Strategy
• Review 3 -  Investment Decision
• Review 4 -  Readiness for Service
• Review 5 -  Benefits Evaluation

In readiness for the Review, iterative structured walkthroughs are conducted well in advance to build confidence in the project and your preparation. The Gateway Review Process is an ideal self examination process for all projects.

Throughout the Project Lifecycle there are key stages and deliverables that determine the position and future of the project. All activities require input to perform and produce a deliverable which will be used as input elsewhere. The standards, practices and methodologies in use on every project vary enormously but have one thing in common, they must all complement each other and be consistant.

Projects can undergo any number of changes thoughout their lifecycle. Anything from unexpected change in resources, introduction of new management, ministerial directives, catastrophic change etc. It is very easy to lose control, incentive or morale in these circumstances. What the project will need is a level head, an objective approach  and ‘can do’ attitude to bring the project back to a positive ‘earned value’ state, maintain progress and keep the project steady. INTERIM can provide an interim Project Manager to perform this role.

Now the project is complete, implemented and rolled-out it’s finished but, has it delivered the benefits the Business Case promised? Has it brought the savings, the process improvements, the market edge?  Where is the Return On Investment (ROI)?  Until the Benefits Realisation exercise is carried out the project has simply replaced one system with another, changed procedures, introduced different practices etc.

We can help you develop a Benefits Plan and select an Analysis technique appropriate to the changes you predicted in the Business Case. We can help you conduct the Benefits Analysis and evidence the benefits so that the next time you go before the Board with a Business Case you will have positive proof that your Business Case arguments are reliable and carry substance.