Prepare
Carry out maturity audits, diagnostics, master plans and roadmaps.
Organize
Improve the operational governance processes of your programs, your projects, your operations and of your PMO.
Steer
Call upon our pool of experienced consultants to steer your projects or your operations.
Catalyze
Connect strategy to teams, increasing buy-in and reducing trade-offs.
Assess
Assess the skills of your teams to support their development.
Empower
Support change in organisations or individuals, within the IT department and beyond.
Recruit
Benefit from our exclusive range of senior profiles to recruit your Operations or Project Managers.
Train & Coach
Enable teams and individuals in charge of your commitments to continuously grow and evolve.
Equip
Deploy tools and processes to steer Projects, Operations, Contracts and your Portfolio.
Run
Run contracts, services agreements, SLAs and units of work/activity.
10 years
Programs, Projects or Operations
among MNC's or large accounts' IT organisations
180
experienced consultants
dedicated to operations management
250+
templates and frameworks
to reuse or adapt in your contexts
150+
success stories to illustrate
the value of our services
6
locations to address
your international issues
800+
candidates interviews and
assessements per year
300+
professionals available
through our network
Setting up a project portfolio
One of the first consequences for the IS manager is the difficulty in collecting homogeneous information that enables him to control his project portfolio and thus manage the capacity of his teams.
You will therefore have understood the many advantages of implementing a project portfolio management tool.
- Control of the project portfolio (but also of non-project activities such as operational readiness and functional support, depending on the company's organisation),
- Standardisation and centralisation of information,
- The organisation and planning of the team's activity and consequently of the capacity to do,
- The visibility of the alignment of the project roadmap with the company's medium-term master plan (2 to 4 year vision),
- Automating the production of predefined reports (progress dashboard, project sheet, weekly flash report, etc.) while avoiding the need to multiply information collection media,
- The provision of factual information to facilitate decision-making (prioritisation, arbitration, etc.),
- The identification of discrepancies between planning and execution,
- Better control of the budget, of the remaining work to be done and of the value acquired,
- The possibility of steering major projects by risk and monitoring the associated action plans.
It is then necessary to (re)define the bases of a project methodology common to all stakeholders by identifying:
- The key phases of a projet
- For example: opportunity, launch, preparation, implementation, acceptance, production launch and finalisation.
- The "must-have" deliverables that must be produced during these 7 phases,
- The criteria for passing the 7 major milestones.
Success stories
