Global Projects

Experiencing trouble with vendor relationships, contracts, projects - or sensing trouble to come? We swiftly and objectively assess your troubled engagements in order to fix the issues or minimize the impact of a broken relationship, using our proven approach.

 

Review and Manage Complex Engagements

We utilize the well adopted approach named “7 Keys”, to evaluate, manage and report complex engagements, and to recommend and prioritize get-well initiatives. In addition we utilize standard project and program management disciplines, and our experiences from managing complex accounts and programs. 

Initially we focus on creating a quick understanding of possible root cause problems in a troubled or challenged outsourcing contract, in order to initiate prioritized remediation activities. It is often of value to have external set of eyes to understand where the real problems originate, and to do the necessary to re-mediate. It is easy to pour good money at poor projects, in the hope that only a little remains to fix the engagement.

Mio Management have extensive experience in managing troubled outsourcing contracts, both from a Delivery Excellence position and from an Account management perspective. We utilize the well adopted approach named “7 Keys”, to evaluate the engagement, and to recommend and prioritize get-well initiatives.

The Review workshop consists of a contract understanding phase, which is a pre-defined workshop to effectively acquire necessary information and to perform root cause analysis, and a subsequent phase where the top priority get-well initiatives are documented and described.

The workshop will be conducted by a small review team of experienced project executives, who quickly can understand and drill down on areas of concern. The engagement team will be asked to present the current situation in half a day using a pre-defined fact gathering template. The review team will then utilize the acquired understanding to go through a structured brainstorm and consolidation effort, leading to a set of hypotheses on root cause issues. The engagement team will be called back the subsequent day to spend time validating the hypotheses and answer further questions. Lastly the review team will validate and revise the hypothesis to conclusions and recommendations, and prepare a brief report to present to the executive management.

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It is extremely important that time is prioritized for this. It is a disruptive process that should only take the allocated time, and not be allowed to extend beyond the two day workshop. It is therefore necessary that executive management mandates and requires the use of time to prepare and participate in the review.  By experience, such a “red team review” should take priority over any other work related activity, and delegates should be appointed in advance, if any of the participants should be unavailable for private reasons.

Participants from the engagement should be the Project Manager / Project Executive, Delivery Managers and Business Operations Manager. The information gathering template should be kept to the minimum, and the review team will drive the presentation forward to ensure all relevant information, and only that, is assembled. 

Such a reviews will be conducted at various points in the program, to ensure that all issues are captured as early as possible.  

Management of complex projects focus on keeping the seven keys in green at all times. Stakeholders must be committed, by getting timely reporting and escalations. Business benefits must be realized, and a plan for reporting on business benefits using benefits reporting techniques will be established. Project plan and staffing must be kept up to date and sufficient for solving the problems using project management disciplines. The scope must be kept realistic at all time, and scope creep must be limited using the agreed governance approach. The teams working in the program must be managed such that they are high performing. There must be an updated Risk management plan at all times, and not the least, the organisations delivering services and manpower to the program must also be ensured to gain their benefit from the program. This is a balncing act, often requiring significant experience and diplomacy, especially if the program comes from a troubled situation.  

 

For more information please contact

Morten Osted, morten@mio-management.dk, +45 4049 8742

Søren Kiær, soeren@mio-management.dk, +45 3046 7040