100% operational integration is a 'state' that is near-impossible to achieve - we view this as a positive, nothing should stand still. The reality of growth business is that it is dynamic and demanding. PERGALI works with executives and their teams to support the delivery of projects that add commercial value and increase competitive advantage.
Despite best intentions it is sometimes very difficult within an ambitious organisation to create new projects and bring them to commercial realisation - we recognise that everyone has a day job and squeezing-in new projects and managing contributions from other departments adds significant organisational (and personal) stress. PERGALI project management exists to help you get things done.
Our project management approach is to integrate with managers, partners, clients and staffers to bring control to projects and ensure that they are ready to boost commercial operations - handing back the keys when it looks like the bumps in the road have gone away and the client team has fully adopted ownership ... "Time to brief the sales guys and get this into revenue."
We ensure that the levels of review are succinct and that the information provided is sufficient to make an informed decision. We believe in one-siders not 40-pagers.
Through every stage, PERGALI provides an independent view on how the project is progressing. Our method and reporting processes check that the project remains viable in terms of costs and benefits, checking that the sponsoring executives' requirements are being met and that the project is delivering a suitable commercial advantage. As per the diagram, PERGALI is represented within each project management group:
PROGRAMME STEERING GROUP (PSG): The role of the PSG is to provide executive and board approval. Support and reasoned questions are very important to any project and it is the PSG's role to provide both at monthly or bi-monthly meetings.
PROGRAMME CONTROL GROUP (PCG): The role of the PCG is to share expertise and experience with the managers of the project and make sure that the company's interests are being protected. Experience of multidepartmental challenges and particular individuals' abilities to contribute bring the necessary momentum to projects. PCG meetings occur monthly - agenda items are presented by PERGALI and client managers.
PROJECT INITIATIVE GROUP (PIG): We call them PIGs because this acronym sticks in people's memories! This is where the implementation works gets done. There is always much inherited and valuable knowledge contributed to each PIG by managers, employees and invited third parties. PERGALI documents and tracks each member's contribution through its project management portal.
(A) PROJECT INITIATION: This stage ensures that everyone agrees whether or not there is sufficient justification to proceed with the project. PERGALI ensures that there is a commercial benefit on which to proceed. Executives and able managers are nominated to contribute to the programme.
The development of a succinct Project Initiation Document ensures a firm and accepted foundation to the project prior to commencement of the work and the commitment of resources for the first stage of the project.
(B) PROJECT MANAGEMENT: Structured project management means managing the project in a logical, organised way, following defined steps. A structured project management method like PERGALI's is supported by a documented timeplan that is logical, organised and most importantly - realistic.
We know from experience that projects that aren't organised and controlled properly can go disastrously wrong - this is why our team utilise experience and technology to ensure that reporting is accurate and documenting progress requires minimal effort from participants (via our project management portal).
(C) CORRECTION: There are always changes during the life of a project, people change their minds - things happen which affect where the project is heading. PERGALI's project management method has ways of controlling change and its impact on the project - preventing the project going off in the wrong direction and losing commercial advantage.
(D) DELIVERY: Have we achieved what we set out to do? Have we gone over budget and overrun our schedule? Well, human nature and its eternal optimism will probably result in a 'yes' to some of these pointed questions - we would be kidding you and ourselves if we claimed 100% on everything.
However, we have delivered very highly complex projects on time, exceeded expectations and uncovered hidden revenue opportunities along the way. Making sure that the project's 'close' stage encompasses all that was set-out in the original project initiation document and is authorised and agreed by the PCG is a key part of PERGALI's closing role in a project.
(E) CLOSE: This is when PERGALI exits and hands over the keys to the client team fully. It is very important to confirm that maintenance and operation arrangements are in place (where appropriate) and make any recommendations for follow-on actions. Capturing the lessons learned through the project is key to ensuring that a project management culture permeates a client organisation. Not squandering the opportunity that has been created is paramount - this is why even closed projects are never off the agenda at the regular programme steering group meetings (where PERGALI normally runs the agenda).
Users of our portal can also send messages to other people working on the project. Create discussions and share documents, images and videos online.
For further information please access our Contact page and select Project Management.
Despite best intentions it is sometimes very difficult within an ambitious organisation to create new projects and bring them to commercial realisation - we recognise that everyone has a day job and squeezing-in new projects and managing contributions from other departments adds significant organisational (and personal) stress. PERGALI project management exists to help you get things done.
;)
Our project management approach is to integrate with managers, partners, clients and staffers to bring control to projects and ensure that they are ready to boost commercial operations - handing back the keys when it looks like the bumps in the road have gone away and the client team has fully adopted ownership ... "Time to brief the sales guys and get this into revenue." Roles and Responsibilities
In projects there are often different groups of people involved - whether its investor funds, departmental budgets or corporate investment the stakes are usually high. Projects are expected to reach reality sooner, everything is on internet time and this is where a PERGALI's project approach is key to pace and success.We ensure that the levels of review are succinct and that the information provided is sufficient to make an informed decision. We believe in one-siders not 40-pagers.
Through every stage, PERGALI provides an independent view on how the project is progressing. Our method and reporting processes check that the project remains viable in terms of costs and benefits, checking that the sponsoring executives' requirements are being met and that the project is delivering a suitable commercial advantage. As per the diagram, PERGALI is represented within each project management group:
PROGRAMME STEERING GROUP (PSG): The role of the PSG is to provide executive and board approval. Support and reasoned questions are very important to any project and it is the PSG's role to provide both at monthly or bi-monthly meetings.
PROGRAMME CONTROL GROUP (PCG): The role of the PCG is to share expertise and experience with the managers of the project and make sure that the company's interests are being protected. Experience of multidepartmental challenges and particular individuals' abilities to contribute bring the necessary momentum to projects. PCG meetings occur monthly - agenda items are presented by PERGALI and client managers.
PROJECT INITIATIVE GROUP (PIG): We call them PIGs because this acronym sticks in people's memories! This is where the implementation works gets done. There is always much inherited and valuable knowledge contributed to each PIG by managers, employees and invited third parties. PERGALI documents and tracks each member's contribution through its project management portal.
Project Management Stages
PERGALI's project management methodology is based on experience and a few tweaks of recognised industry standards:(A) PROJECT INITIATION: This stage ensures that everyone agrees whether or not there is sufficient justification to proceed with the project. PERGALI ensures that there is a commercial benefit on which to proceed. Executives and able managers are nominated to contribute to the programme.
The development of a succinct Project Initiation Document ensures a firm and accepted foundation to the project prior to commencement of the work and the commitment of resources for the first stage of the project.
(B) PROJECT MANAGEMENT: Structured project management means managing the project in a logical, organised way, following defined steps. A structured project management method like PERGALI's is supported by a documented timeplan that is logical, organised and most importantly - realistic.
We know from experience that projects that aren't organised and controlled properly can go disastrously wrong - this is why our team utilise experience and technology to ensure that reporting is accurate and documenting progress requires minimal effort from participants (via our project management portal).
(C) CORRECTION: There are always changes during the life of a project, people change their minds - things happen which affect where the project is heading. PERGALI's project management method has ways of controlling change and its impact on the project - preventing the project going off in the wrong direction and losing commercial advantage.
(D) DELIVERY: Have we achieved what we set out to do? Have we gone over budget and overrun our schedule? Well, human nature and its eternal optimism will probably result in a 'yes' to some of these pointed questions - we would be kidding you and ourselves if we claimed 100% on everything.
However, we have delivered very highly complex projects on time, exceeded expectations and uncovered hidden revenue opportunities along the way. Making sure that the project's 'close' stage encompasses all that was set-out in the original project initiation document and is authorised and agreed by the PCG is a key part of PERGALI's closing role in a project.
(E) CLOSE: This is when PERGALI exits and hands over the keys to the client team fully. It is very important to confirm that maintenance and operation arrangements are in place (where appropriate) and make any recommendations for follow-on actions. Capturing the lessons learned through the project is key to ensuring that a project management culture permeates a client organisation. Not squandering the opportunity that has been created is paramount - this is why even closed projects are never off the agenda at the regular programme steering group meetings (where PERGALI normally runs the agenda).
PERGALI's Project Management Portal
The PERGALI Project Management Portal is our online service which enables executives and staff to access this online project management service to check the status of tasks via a personalised project dashboard. Through the portal, contributors create project status reports online using our project management software and configure the information required by executives to make informed decisions.Users of our portal can also send messages to other people working on the project. Create discussions and share documents, images and videos online.
For further information please access our Contact page and select Project Management.
