Our team of experts have proven themselves many times over, and what we do know is that you will benefit the most when we carry out adequate due diligence and diagnostics on your primary aims and objectives. In partnership with you and your team, we will offer adequate risk-reward mechanisms that deliver against a validated cost-benefit business case.
At PeMaCo we usually start a programme with a vision of a changed organisation and the benefits that will accrue from the change. Delivering the changed organisation will involve coordinating a number of projects and ensuring that their outputs are used to deliver benefits. This will involve change management of business-as-usual activities.
Typically, the desired benefits are initially identified within a business case that justifies the necessary investment. A detailed specification of the end state of the programme is created in the form of a blueprint. But depending on the scale of the programme and the impact of a dynamic business environment, an intermittent or regular redefinition may be required.
project coordination: identifying, initiating, accelerating, decelerating, redefining and terminating projects within the programme. Managing interdependencies between projects, and between projects and business-as-usual activities.
transformation: taking project outputs and managing change within business-as-usual so that outputs deliver outcomes.
benefits management: defining, quantifying, measuring and monitoring benefits versus costs and spending.
stakeholder management and communications: taking project outputs and managing change within business-as-usual so that outputs deliver outcomes.