A typical project recovery engagement. The project is under way, with a specification, vendors and a plan, but it is not progressing at the pace you need.
Milestones slip from one status meeting to the next. Vendors deliver late, or deliver something other than what was ordered. Nobody can say with confidence what is finished, what is open and when acceptance will come. The specification exists, but the project is no longer measured against it.
We read the requirements specification (Lastenheft), the contracts and the deliverables received so far, and check them against each other and against what is actually running. We review the deployment plan and the open issues with your team and with the vendors. The result is a findings report, a reworked deployment plan with a new timeline, and a list of what each vendor still owes.
We resolve the technical issues that hold the project up, together with your team and the vendors. Alongside, we set up the project management tooling: a deliverables register tied to the specification, acceptance criteria for each deliverable, an issue and decision log, and reporting that shows progress from evidence rather than from status slides. Vendors are held to what they signed, in writing and with dates.
We run the project with you against the new plan: weekly reviews on evidence, vendor meetings with the obligations list on the table, and an acceptance test for each deliverable as it arrives. Where a vendor cannot deliver, we say so early and propose the alternative.
The project reaches acceptance, and the tooling that got it there stays with you: the deliverables register, the logs, the reports and the method behind them, documented so your team runs the next project the same way.
A project that is not moving? Tell us the problem.
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