What We Do
Measuring, Improving, Controlling & Delivering Capital Investments
Diligently working with our partners to analyse and improve current inflight and projected business initiatives. Implementing evidence-based solutions to deliver measurable value within the enterprise. Enabling our collaborators to execute and provide a quality product efficiently and effectively to their client, eliminating financial waste and preventing reputational damage.
We work with our clients to establish structure towards sustainable growth and strategic competitive advantages, whilst maintaining a clear line of sight of the initiative strategic benefits to the business. We believe in shared success is aligned with and driven through shared values, failure is not the Status Quo; It is avoidable, preventable and is not the new accepted normal.
How We Do It
Project Governance & Business Analyses
- Assess & Define Organisational Goals & Objectives
- Business & Stakeholder Capabilities Gap Analyses
- Systems & Processes Implementation
- Risks Identification & Contingency Planning
- Assumptions & Constraints; Options Analyses
- Feasibilities & Business Case Development
- Execution, Commissioning, Closeout & Succession Planning
- Change Management & Impacts Analyses
- Measuring Performance Towards Sustainable Growth
- Rapid Assessment & Project Recovery Strategies
Why We Do It
Failure is Avoidable; Why Accept it ?
Casualties of the Status Quo
Australian businesses will waste 13.9% of capital investment due to poor initiative strategy planning and execution
In 2018 Australia reported a capital investment of $130 billion of transport infrastructure projects. It is anticipated and expected Australian businesses will waste over $18.2 billion of capital funds, with no return on investment.
5,702 Respondents from a PMI Global Survey in 2018, of Project Professionals, Executives and PMO Office’s reported the following;
31% Of Projects failed to meet project initial objectives Goals or Design Purpose
43% Of Projects failed to meet the approved project budge
48% Of Projects failed to meet project schedule leading to huge financial losses
52% Of Projects inherited severe Scope Creep, A product of initial incomplete or undefined Scope
Identified Root Causes
38% Lack of active executive sponsorship / leadership
35% Executives fail to recognise effective project or program management Strategy
• Weak alignment between initiatives and projects that delivery against the strategy
• C-Suite Executives fail to recognise the full potential of the project management process to execute strategy
84% Executive’s believe they are effectively prioritising and funding the right initiatives and projects
55% Project Management Office ( PMO’s ) leaders agree, that the “Executives believe they are effectively prioritising and funding the right initiatives and projects”
Suggesting; organisations prioritise investment in strategy development and struggle with requirements of strategy execution
• A disconnect between Executives and Project Managers on funding for strategy implementation and execution implementation
• Organisations not leveraging optimum focus and investment to deliver strategy
• Organisations who are ineffective with Project Management waste 21 times more capital, than organisations with higher-performing project management capabilities.
This is not to say that those higher-performing organisations are well in tune with overall strategy execution and delivery.