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Concept
 


A project must have a clear purpose to the benefit of a business, and ultimately society. To achieve the purpose people, processes and technology must be unified; old ideas on which our concept is built.  Somewhere along the way these simple ideas got lost and we ended up with work sliced into segments and dropped into silos where specialists beaver away, often disconnected from the project purpose. There is a constant struggle, and attendant cost, to compensate for this fragmentation of work.

We have taken the old valid ideas and made them new to tackle the challenges of to-day. Technology has allowed us to design information systems that meet the needs of people and business. A deeper understanding of how people behave in organisations has allowed us to design better interfaces between people and processes. A fresh look at how to increase value to the customer, compared to the unchallenged application of management theory, has guided us to better processes with focused purpose, i.e. projects delivered faster, cheaper, safer, and more for the money available.

Our concept of a project domain is one that can provide:

  1. Engineering and management processes that flow smoothly without the need for ancillaries to monitor compliance with plans or procedures and to fix discrepancies.
  2. Systems that ensure information is inevitably captured and integrated as people in production do their work without the need for ancillaries to collect, collate, process, distribute and maintain.
  3. Sustain high performance across the team aided by strong cohesion between people and groups as they respond to a flow of tasks that they recognise as valid.
  4. Systems that maintain coherence across the full span of activities, no matter where people are located.
  5. An audit trail held and managed automatically by the technology, rather than paper trails held in hard copy, or electronically, and managed by ancillaries.
  6. Procedures for compliance with contract conditions, performance specification, corporate mandates, etc., embedded in the processes and technology, which replaces the need for manuals, people taught in procedures, and people checking adherence to procedures.
  7. Wherever possible convert manual administrative tasks to automated process dealt with by the technology.
  8. A highly collaborative environment integrating business processes with suppliers and customers as participants.
  9. Decision making devolved down to the points of interaction, within the constraints of tight financial control, and accurate and timely reports.
  10. Leaders managing systems and processes, rather than managing functions or acting as specialists.
  11. An ongoing change process that nestles within the project, with experience gained from a project fed into the change programme.