We invite you to self-assess each category below
In this step we assess the project structure. Reporting lines and escalation are reviewed. The project management office (PMO), steering committee, project complexity and leadership are all examined. We also review your existing project management framework to determine how this project will integrate.
Risk management is sometimes assumed as a role by the Project Manager. It can work effectively that way but the reporting and identification of risk is vital. We look for information flow to ensure transparency, completeness and timely reporting.
We examine other projects and initiatives that are planned to assess important intersections. These could impact the project with new risk or in favorable ways.
Your project may not be a technology focussed one, but data will be an important consideration. It needs to be identified, potentially cleansed, a migration plan, and testing of the data in any new reporting and analysis in future state.
In this step we look at the suitability of budget estimates, claw back potentials, variances to spend, comparisons to similar projects and underlying resource costs, alternatives, and where the project has not started, tendering best practices.
In this step we look at the reality of the project in terms of implementation. Have productivity dips been factored in? What training and communication of change is planned or underway? What is the transition time planned? Our analysis in this cases extends to your existing Human Resources so that a baseline and future state gap analysis can inform enablement.
We start with project definition. How clear are the project objectives to all stakeholders, how ready is the organization, is the project aligned with the corporation objectives and in the case of technology projects, we review the business user requirement.
After identifying the key stakeholders we meet with them to assess engagement, evidence of commitment and note any concerns.
What style of project has been selected and why? Is the organization a fit for this style and what experience has it had with this.
What quality assurance functions do you have working for you? For a technology project it is important to keep this in-house, reporting to you on matters such as testing, test definitions, triage, debugging and failure rates. And for non-technology projects, cost management, milestone management and variation analysis need to be present. We examine your plans in these areas.
We examine the provider, in-house team, or in the case of a project to be launched, the tendering documents. We look at relevant experience, key person risk, presence, planning, and communications.
The contract, or planned contract is reviewed to examine items such as risk transfer, timing, objectives, scope definition and the potential for variations.
