DELIVERY
Project Management
A project driftingA project that landed
Projects rarely fail on the engineering. They fail because nobody owned the decision that needed making in week three, and by week twenty it has become expensive. We take that ownership on, in writing, and we run the project until it is done.
What you get
Delivery ownership
One named person accountable for the project landing. Not a coordinator taking minutes — someone with the authority to make calls and the obligation to defend them.
Schedule and scope control
A plan that survives contact with reality, and a change process that makes the cost of every 'quick addition' visible before it is agreed.
Vendor management
We hold the vendors to what they signed. When timelines slip, you hear it from us early, with options — not from them late, with excuses.
Recovery
For projects already in trouble: an honest assessment of what can still be saved, and a plan to land it. Sometimes the recommendation is to stop, and we will say that too.
How an engagement runs
- 01
Take stock
Where the project really is, as opposed to where the status report says it is. We talk to the people doing the work.
- 02
Re-plan
A schedule that is achievable, with the trade-offs made explicit and agreed by the people who have to live with them.
- 03
Run it
Weekly delivery, visible progress, and early warning when something is going wrong. We stay until it lands.
Right for you if
- The project has slipped twice and nobody can tell you why
- You have vendors pointing at each other
- Your team is capable but has no one holding the whole thing
- You need it delivered, and you need to be told the truth about it
Tell us what is not working
A short conversation is usually enough to tell whether we are the right people for it. If we are not, we will say so.