Corporations, Project owners, Projects and Project Portfolios all rely on support by commercial teams in some form of contract administration, procurement and project controls. Within these teams and functions, people perform tasks in accordance with their own unique ability, guided by corporate- and project policies and procedures, and in the context of their individual expertise – or lack thereof.
The extent to which project success is linked to the performance of these individuals and the relevance of the framework policies and procedures that guide their actions, is apparent.
We all know however that often things go wrong: Projects, in whole or in part, fail, and businesses lose money.
But we understand the real reasons why projects go wrong, and what can be done to avoid failure, or at least limit the consequences thereof.
Our mission is to assist businesses in maximising returns, making the best use of every opportunity, by guiding its processes and its people in a better understanding of the importance of their tasks, and so build sustainable people-and-process-capacity within projects and organisations.
By working alongside the client corporation and its staff, with the view of imparting knowledge on the corporation and its people, and building cohesive, comprehensive and systemic records and archives, while
bringing experienced foresight
training and developing skills
developing and/or enhancing processes and policies, and
guiding decision making of corporate-, and project leadership,
and supporting its staff in implementing change effectively,
we…
The purpose of any business of course is making a profit. In the simplest of terms, profit is generated through the activities of the business, as it seeks to balance its input- and output effort on some positive net margin.
This simplified statement in real terms requires concerted endeavour and energy from the business as it constantly navigates an ever-changing business environment.
Profits are eroded quickly when capital is to be employed to pursue commercial entitlements and to defend attacks from within your supply chain.
We are familiar with the gravity of the task, the burden of the need for finding that best option, as well as the sense of achievement when the task is successfully closed out.
Projects track risk through identification and monitoring of risk registers. These risks are however typically treated as project risks and the risk register is as valuable as those who maintain it, determine.
Often, when businesses face litigation, that that goes to arbitration or court is not that that was identified as a commercial risk, or not clearly understood as a commercial risk by project teams risk managers.
In order to protect business adequately, commercial risks need to be carefully examined from the very outset, while continuously searching for ways to mitigate the potential escalation timeously.
Our expertise is transferred to your company employees and in that way employees are equipped with a better understanding and appreciation of their roles and tasks, the importance of their contributions, and the accountability and reward for their proactive involvement in business activities.
In this aspect, we link employee tasks to real world application, looking forwards and highlighting consequences of oversight or obliviousness.
Your employees become the experts and in turn they pass that knowledge on to the next generation, and in that way, training and tutoring becomes part of the DNA of your business, creating an environment where team members are valued by the business, and team members in turn value their employment.
Synchronising business activities with the overall objectives is not a …
This synchronisation becomes even more challenging when, for it to be truly effective, it needs to include project based teams.
But therein lies the reward – synchronisation becomes automation when people realise their value and the difference they can make, when they understand the reasons for doing things that need doing, and when they become aware of the need to be better at it.
When employees see the impact of their work and they become good at what they do, a deep desire for them to self-manage replaces the need for the business to manage them, as they spontaneously look for business activities where they can get involved and make a difference. The business benefits directly from knowing that its employees are capable of making responsible decisions.
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