Control on your side, from the first week on.
Programme and project management, risk, quality and budget management, and governance over the entire initiative. We facilitate decisions and hold suppliers to account.
Discuss programme controlProgramme control is its own discipline, not a by-product of the project plan.
Consulting and control at DGP means: we take on programme and project management, risk, quality and budget management, and governance over the entire initiative. We facilitate decisions, keep schedule, budget and suppliers under control and hold the implementation partner to account, while control stays on your side.
In many projects nobody fills this role at a senior enough level. Control drifts quietly to the implementation partner, because that is where the detailed knowledge sits, and you lose control of scope and roadmap. We fill the role with experience and keep it on your side. People who have owned programmes of this size themselves, not observed them.
What we actually run.
Project & programme management
One mind at the wheel who leads the initiative, aligns those involved and holds it together across workstreams.
Project setup
Roles, ground rules, contracts and reporting structure, cleanly set up before it starts.
Risk management
Name risks early, assess them and back them with countermeasures, instead of overlooking them in the status meeting.
Quality management
Acceptance criteria per module, testing discipline and standard-before-custom, so that quality is not sacrificed to the schedule.
Budget management
Keep the cost blocks transparent, assess change requests and prevent expensive detours.
Governance
Clear decision paths and a defined target state, so that conflicting goals are decided bindingly.
Taking responsibility also means speaking uncomfortable truths, before they become expensive in the project.
Governance means: someone decides bindingly.
If you cannot say with certainty who decides your next conflict between schedule, data quality and scope, governance is missing. We facilitate these decisions and deliver the artefacts that support them, but we do not make them for you. Control stays on your side.
- Decision log with traceable trade-offs
- Backlog prioritised by business value
- Acceptance criteria per module
- Data owner per master-data domain
- Defined escalation and decision paths
Project status, at a glance.
Large projects need status reports that support decisions, not ones that reassure. We report by time, cost and quality, with milestones, achievements and open risks.
Plus milestones and gateway markers, what has been achieved since the last report as well as risks, open items and decisions, each with a countermeasure. This way you see the state, not just the colour.
Senior control, not project administration.
Project administration tracks
- Track tasks, but makes no decisions that carry weight
- Rotating contacts, knowledge lost with every change
- Pass change requests through, instead of assessing them
- Put schedule above quality
Senior control decides
- Own architecture, risk and process
- One mind at the wheel who stays
- Assess conflicting goals and resolve them bindingly
- Says no, and protects you from expensive detours
What is asked about consulting & control.
Is an internal project manager enough for governance?
Only if they are allowed to decide conflicting goals bindingly and understand the BC mechanics enough to assess trade-offs. If either is missing, control stays theoretical. We complement exactly this role.
Do you take responsibility in the project?
We take control and hold the implementation partner to account. The load-bearing decisions stay with you, a client project stays a client project.
How does this differ from your Governance & Delivery service?
Here we describe the method and the disciplines. Governance & Delivery is the matching service when your running project needs direction and control.
Who would be at the wheel with you?
In the first conversation you meet the person who would lead your project. Senior-led, without detours.
Arrange a conversation