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Our Services

Strategic SAP Roadmapping

  • Programmes often start with a plan on a page roadmap - It rarely reflects the reality of what the business or suppliers can realistically deliver.

  • Helping shape the procurement process, so that the right partner is selected and that the Client business understands exactly what they are (and more importantly are not) buying.

  • Ensuring that a realistic and achievable plan is built that works with and for the business is used from the start, not one based on unrealistic objectives in a competitive tender.

  • We provide honest Impact analysis, showing what this means to the business, what’s needed to adequately support the timelines and actions Executives need to focus on to guarantee success.

A project timeline chart showing different phases of work across three levels: Template Definition, Rollout 1, and Rollout 2. The phases include Prepare, Explore, Realise, Deploy, and Run, with arrows indicating the progression and some phases overlapping.
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Back-to-Back SOW Review

  • A Statement of Work is a daunting document if you don’t work with them regularly.

  • A watertight supplier SOW’s clearly stated the boundaries between what is (or more importantly is not) included in the Project scope.

  • Full of unfamiliar terminology, there are frequently pages of assumptions that materially affect a client’s position - which may as well be written in a foreign language.

  • Challengingly, there are frequently discrepancies between what the buying Client thinks was included (and maybe was at some point in the Sales cycle), but which has fallen by the wayside in the SoW, and which a client can be horrified to discover will require an expensive change request to bring back into scope.

  • Even more common is the discovery late in the day that additional resources are then required, which had not been planned for.

  • We can support the process by analysing SOW’s before they are signed off to ensure that a client is able to negotiate clearly what they are getting for their money, what the organisational barriers are and highlight any gaps that will be expensive to fix later on.

  • We are also able to support a back-to-back contracting process to ensure that where several partners are implementing different components of a programme, that nothing key falls into an accountability gap between two separate SoW’s.

Interim Programme Direction & Management

  • If clients had the skills and expertise to deliver projects in-house today, they would not engage third party suppliers, but the client must take ownership of the project delivery from the business side as well.

  • We act as the interface between the SAP customer and the System Integrator throughout the project or programme lifecycle.

  • We also focus on supporting and developing in-house resources to become able to support future projects and Business As Usual activities.

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Quality Gate Delivery

  • Implementing robust governance and Quality Standards from day one to ensure that projects start right and achieve their Business Goals and Benefits in a measurable and consistent way.

  • Too often only lip service is paid to the Quality Gate concept, whereas it should be a fundamental part of the project and measured continually from week 1.

  • Incorporating all elements of SAP’s Activate Methodology, we provide a customised Quality Gate tool tailored to the products, services and industries that client’s need.

Deliverable Review

  • Projects SOW’s and SAP’s Activate Methodology are full of contractual deliverables for both parties, but clients are usually totally unfamiliar with the content of what they are being asked to sign off.

  • Clients are wary of signing off content they are unfamiliar with, whilst being under huge pressure to turn them around quickly in order to keep the project schedules on track.

  • We provide the ability for these documents to be reviewed for quality and consistency from, and to support the client business understanding what they are signing off, as well as upskilling them in the areas where they need to contribute.

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Go-To-Green Project Recovery

  • The reality is sometimes projects go awry, and an independent eye is needed to analyse the root causes, get the project to Green and implement measures and Governance to keep it there.

  • Based on experience of many years of project recovery engagement, we will very quickly assess the issues affecting the project, prioritise and map to the project planning and prepare a realistic go to green recovery plan for Steering Committee approval.