The delivery date slips a little every month, the partners point at each other, and nobody can tell you for certain what is actually finished. In three weeks you will know: what is finished, when it can be ready, and what every month of delay is costing you.
In projects with several partners that take longer than planned, we almost always come across the same things. If you recognise a few of them, these three weeks are meant for you.
Often that's true. The ERPA single system that brings together core processes such as inventory, accounting and orders. is running, the integrationThe way systems talk to each other, so you don't have to enter your data twice. has been tested and the platform is ready. What doesn't work sits between the pieces. Those seams aren't in any contract, so nobody feels they own them.
The schedule is a sum of promises. Every partner gives a date for their own part, but nobody works out what happens to the rest when one of those dates slips.
Your own people put hours into it on top of their usual work, the licences are already running, and your customers are waiting for what the new system should have delivered. That cost appears on no invoice, so nobody works it out.
The system is there, but people work around it because it doesn't do what they need. In the reports, that part shows green.
Before you sign up for extra hours or a bigger scope, you want to know whether that plan really gets the project moving again or is an expensive sticking plaster. A recovery planThe plan for getting back up and running quickly after a major outage. usually looks at one partner's part. We look at the whole project, across all partners at once, and tell you whether the plan fits into it. We also look back: which questions could you have asked before the project went off the rails?
No thick report, but what you need to decide, in a form you can show your management.
Per component and per partner, backed by what we saw working ourselves and not by what the reports say.
A date you can defend, with the dependencies that could still make it slip.
Worked out together: the hours of your own people, the licences already running, and what your customers aren't getting yet.
Three things that move the project forward. You can carry them out yourself, with your partners, or with us.
We work alongside your team and your partners, not in their place. We deliberately keep what we ask of you small.
We talk to your own team, the partners and the people on the shop floor, and we read the existing documents. From you we ask for one point of contact and access to the schedule, the issue lists and the contracts.
We put the schedule, the issue lists, the contracts and the demos side by side, and see for ourselves what works and what doesn't. From you we ask for an hour with whoever follows up the project today.
You get the page with the state of play, the date, the cost of delay and the three priorities. From you we ask for an hour-long meeting with management, in which we go through everything together.
You can carry on yourself with the page and the three priorities. You can also ask us to look in at a fixed moment each month as a sounding board. Or we take charge of the partners until delivery, through programme management, and leave as soon as your team runs it themselves. There's no obligation attached.
An extra party alongside partners who are already being paid is something you have to be able to justify internally. That's why we keep the decision small. The sum tells you itself whether it's worth it: if a month of delay costs more than these three weeks, you have your answer.
A fixed price of 4,950 euros excl. VAT and a fixed duration of three weeks.
A daily rate with no end in sight.
Working alongside your partners and speaking their language.
Replacing a partner, or building or supplying software ourselves.
Looking at what is finished and what is holding the whole back.
Looking for who got it wrong.
A result that is yours, even if you carry on without us afterwards.
A follow-up assignment as an unspoken condition.
Missing one? Call or email us and we'll answer without a sales pitch.
Another question? Call us for half an hour
A second opinion assesses one document someone else produced, such as a quote, a report or a recovery plan, before you sign. Grip in three weeks looks at the running project itself, across all partners at once. If you only want to know whether one document holds up, a second opinion is the shorter route.
A digital audit looks at your own IT landscape: data, security and integrations. Grip in three weeks looks at one project that is running and not moving forward, and at the partners working on it.
4,950 euros excl. VAT, fixed. That amount is set in advance and doesn't change during the three weeks. After the report-back you decide yourself whether and how to carry on.
We talk to every partner working on the project. That goes more easily once they hear we're not there to replace anyone: Make IT So builds nothing and supplies no software. Nor are we looking for someone to blame. We look at what is finished and what is holding the whole back.
Then that's what the page says, with the date that goes with it. That answer has value too: you know where you stand, and you no longer have to guess.
