Digital Transformation
Project Management & Delivery
We manage software, integration and transformation projects end to end and carry them through setup, testing and go-live.
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How do transformation projects stay under control?
The biggest risk between a plan and a working system is lost ownership. We do not separate planning from delivery: the team that sets milestones also runs setup, data migration and user training, so the plan on paper and the live system stay the same thing.
We do not manage scope, schedule and budget in isolation; a change management discipline makes the impact on the other two visible the same day one of them shifts. Risks are reviewed weekly, and acceptance criteria are written down at the start of the project, not the end.
Where we move you
Today
- Milestones go untracked
- Ownership is unclear between vendor and internal team
- Acceptance criteria get debated after the fact
After this service
- Weekly progress and risk tracking
- One accountable delivery team
- Acceptance and go-live criteria defined up front
How we work
Project plan and milestones
We turn this item into a concrete work package with owner, acceptance criteria and measurement point.
Risk and change management
We turn this item into a concrete work package with owner, acceptance criteria and measurement point.
Setup, data migration and test scenarios
We turn this item into a concrete work package with owner, acceptance criteria and measurement point.
User training and go-live coordination
We turn this item into a concrete work package with owner, acceptance criteria and measurement point.
Scope + timeline + acceptance criteria
We manage projects through a delivery system, not a meeting list
In transformation projects, the biggest risk is often not the software itself; it is scope drift, slow decisions and unclear acceptance criteria.
Research
What matters in project delivery?
Successful technology projects manage scope change, decision cadence, dependencies, technical debt and user acceptance on the same operating rhythm.
4.6x
Better performance when teams understand business impact
PMI highlights that project professionals perform better when they understand business goals and commercial impact.
PMI Pulse of the Profession 2025
25%
Higher organizational performance
DORA research reports higher organizational performance when modern software delivery practices are applied well.
Google Cloud, 2024 DORA Report
4 areas
Delivery dimensions that must stay connected
Scope, timeline, budget and acceptance criteria need to be managed together for clear decisions.
PMI, Project Performance Research
Operating model
What we control in project delivery
We do not only track tasks. We make decision points, dependencies, user acceptance and go-live risks measurable.
Roadmap
90-day delivery management model
In the first 90 days, the goal is to fix scope, establish delivery cadence and build the measurement system that leads to go-live.
Weeks 1-2
Scope and success definition
Project goals, business owner, technical owner, acceptance criteria and measured outcomes are clarified.
Weeks 3-4
Plan and dependency map
Work packages, decision dates, external dependencies and risks are connected to one delivery board.
Weeks 5-10
Delivery and control
Weekly progress, scope change, test status and budget burn are reported together.
Weeks 11-12
Go-live preparation
User acceptance, data migration, training, support plan and rollback scenario are completed.
Which KPIs measure project success?
Delivery discipline by the numbers
11.4%
Average investment wasted due to poor project performance
Source: PMI
Weekly
Progress reporting cadence
Frequently asked questions
Can you work alongside our existing software vendor?
Yes. In most engagements we work alongside your existing ERP/CRM vendor and own the project management and integration responsibility.
Let's talk about this service
Tell us briefly what you need, and we'll scope the right approach together.