Next Steps
Every project is different. Rather than provide brochures and bland descriptions, we prefer to address your specific needs.
When you contact us, we will meet with you to fully understand your project situation. we provide a written analysis of the postion; identify key decisions or alternatives and clear proposals of how we can help.
For information about working with us see our FAQs

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What about programmes?
Large or complex projects are often structured into programmes comprising multiple projects or workstreams. We have specific programme management expertise on programmes of £100m or more.
Please contact us for more information.
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What is a business change programme?
A project is a one-off set of activities to achieve a specific objective for your organisation or business. A project has a clear delivery date, and its own separately identifiable budget
many projects have a business objective (the 'business' being the overall purpose of your organisation) an IT is jsut a tool. Critical to success are non-IT aspects such as training, working procedures, data setup and launch of the new product or service etc. Achieving these involves changing people's attitudes, responsibilities and performance.
We recognise that non-technical elements are as important, and as complex, as the technology and provide an integrated approach to managing the whole business change projects.
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How do we work with you? We use 3 basic styles of working, depending on your needs:
•	We can manage a project, or key stage of a project on your behalf
•	We can work with you, as part of your management team, supporting a particular area or skills shortage
•	We can help you manage a project by providing specialist advice, tackling a specific task or providing an alternative view to challenge and assure. close

programmes and portfolios

Services provided for larger corporate clients and public bodies include:
•	Managing major change programmes - our experience extends to programmes of £200m or more
•	Managing large portfolios of work - typically comprising 50 to 100 projects
•	Establishing/re-energising programme/project offices both at the start of a programme and in parallel with existing programme delivery
•	Developing and implementing corporate (typical board level) reporting on complex portfolios and programmes
•	Development and embedding bespoke processes and standards including programme, project and portfolio management standards, with associated rollout and training.