Need for Our Services
Funding organizations are really seeking to buy outcomes, overall performance and value, rather than just a sequence of traditionally practised, project development activities.
Statistics indicate that only 2.5% of organisations deliver their programs and projects on time, on budget, within scope and providing the benefits expected by the business. Requirements and resourcing can change significantly over the course a program or project’s life.
Many forms of management systems are available, yet major declines in shareholder value are attributed to limited project management capability, supply chain inefficiencies and poor operational control. As much as 40% of payroll is reportedly spent on non-value adding items.
Proper management of cost, risk, value and
ongoing project performance overcomes these problems
Doing the Right Project Well
Programs and projects tend to go wrong one day at a time – due to a variety of (performance / efficiency) reasons. However, the cost- effectiveness of programs is usually determined from the quality of needs assessment and planning conducted from the outset.
A performance and value focused framework addresses where key aspects may be inhibited or slipping away from the organization. As programs and projects progress through their various stages (I –IV) and approvals, conditions and expectations may change. It is important to orchestrate change with both confidence and control.
Assurance for stakeholders is required such that their portfolios, programs and projects remain viable in terms of:
a) yielding best value and return-on-investment
b) delivery within the specified timeframe and allocated budget; affordability
c) ability to be adjusted to suit changing conditions.
Formal assurance of performance and value comprises objective, independent, review of functionality and relative worth, along with confirmation of compliance with overarching, approved plans and critical interfaces.
The Peril of the Cheapest Solution (or Fee)
“It's unwise to pay too much, but it's worse to pay too little. When you pay too much, you lose a little money - that's all. When you pay too little, you sometimes lose everything, because the thing (service) you bought was incapable of doing what it was bought to do.
There is scarcely anything in the world that some man cannot make a little worse, and sell a little more cheaply. The person who buys on price alone is this man's lawful prey.
The common law of business balance prohibits paying a little and getting a lot - it can't be done. If you deal with the lowest bidder, it is well to add something for the risk you run, and if you do that you will have enough to pay for something better.”
― John Ruskin 1819 - 1900