Strategy development, organisational change, and project turnaround
These three components are closely related. Projects that fail to meet stakeholder expectations, often face difficulties with overall strategy and the resulting changes to process. The establishment of a clear and shared understanding of the primary tasks of the work by all stakeholders is usually an essential immediate action. Such a shared view is not a superficial statement but an operational focus. My strategy engagements can spend as much time building the agreed primary tasks as on budgeting, prioritisation, and tactical development.
I have written extensively on how information flow can change organisations. Information flow can redirect focus, performance, and culture, and can be the decisive factor in the success of corporate initiatives.
Project turnaround is an adjustment of projects to better meet stakeholder expectations. Generally my engagements commence with identification and assessment of constraints to desired performance and outcomes, and a confirmation or modification of the primary task.
Modification of project methodologies is frequently required, especially in information system projects where methodologies can be dysfunctional from the outset. For most IT projects the issues are people-organisational rather than technical in spite of how the problems appear initially.