A project is defined as a temporary undertaking to solve a business problem where it is expected that the level of effort would be defined by the organization as significant. A project evolves as it is pursued both in detail and scope and flexes to accommodate the budget and quality. A project is a balance of Scope, Schedule, Quality and Budget.
As can be seen from the figure below, there are three stages that a project moves through. Each of these stages start with the review and approval of the previous stage (the passing through of a tollgate). In reality the early tollgates are more important than the later ones because Senior Management and business leaders can actually exert more influence on the outcome of the project during its conceptual stages than when actual construction has begun.
As is noted above, our clients demand that their projects fit into and are integral to the organization's strategic plan and that each step of the project progress is monitored to ensure that it continues to mee tthe strategic and tactical objective it was designed to meet. Project creep is avoided by close relationship with the senior management team and there are no surprises as the project rolls out. Please also note that until the operational stage performance appraisal is completed, the project is not concluded. Most of our clients are using an automated project dashboard to monitor all of their strategically important projects. This monitoring also serves to provide data for their balanced scorecards.
Previous Clients
| Intel Santa Clara, CA USA |  |
| Traverse Area District Library Traverse City, MI USA |  |
| St. Joseph Health Center St. Louis, MO USA |  |
| Sun Microsystems Santa Clara, CA USA |  |
| Turner Dallas, TX USA |  |
| Standard & Poor's New York, NY USA |  |
| McGraw Hill New York, NY USA |  |
| U.S. Department of Energy Washington, D.C. USA |  |
