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How We Work

We are happy to work with our clients' delivery methods and as you would expect we come with our own approach.

Change delivery at its core is very simple; first understand the current state, get clear on the target state and then plot a course to get there.

Of course Prince 2, PMI and the other project methodologies out there make it much more complex; too complex we would argue. The human brain functions much better when managing three things simultaneously but fifteen is a stretch. So whether we use your method, our method or a combination of the two we always seek to simplify the process.

Our Delivery Made Easy TM approach is not rocket science but it works. Simple and effective.

Delivery Made Easy TM

Engage - Evaluate - Engineer - Embed


Change can only be truly successful with actively engaged stakeholders. If the key line representatives are fully bought into the objectives of a programme then the chances of its success are significantly enhanced. Supportive and aligned senior stakeholders ease the flow of programme progress by unblocking pinch points through effective decision making. The engagement process serves also to elicit a clear and specific understanding of the high-level programme objectives and benefits through a combination of open thinking and structured debate.


To understand how an organisation must change, first business leaders must understand where they are and where they want to get to. Evaluation focuses on current processes, logical and physical systems architecture, issues and risks. The target processes and systems are defined in the context of the business requirements and then a plan is created to deliver the target.


We build and test the solution with or for you to exacting standards. Requirements and estimating costs are often a bottleneck and can seriously derail projects. Wherever possible we advocate an agile approach to delivery as it addresses many of the risks inherent in waterfall and more out-dated methods. Transparency and regular monitoring of progress means that problems will be discovered early and can be addressed with minimum impact.


Given the stresses and strains of project delivery and the 'live' date being seen as the end of the project, all too often new processes are not embedded and can cause project benefits to go unrealised. Effective transfer of knowledge from the change team to the line staff responsible for operating the process going forward is best achieved by engaging line and support staff early. Involving the business as usual team in operational design and testing will yield a better solution and a more efficient post-live process. This will enable your business to react more quickly and cost effectively to future change.