Your project stays on track, because someone on your side decides.
Schedule, budget, quality and your implementation partner under control. Senior experience that holds the implementation partner to account, instead of relying on promises.
Arrange a conversationGovernance is not an org chart and not a steering committee.
Governance is the ability to decide open items quickly and bindingly, with clear responsibility and a clean data foundation. As long as everything runs to plan, weak control goes unnoticed. It becomes visible when things get tight: when schedules slip and the status report tells a different truth than the project. Then control decides whether a project delivers or stalls under its own weight.
We bring that decision-making power to your side. We take control, we own the outcome and we deliver, instead of only advising. We have owned governance of this kind in international programmes spanning up to 25 countries.
Four patterns that break programme control.
Almost never the technology. Business Central works. What pushes projects over budget and timeare decisions made too late or not at all.
- 1Control without decisionTopics are raised, escalated, discussed and then deferred. The cycle repeats, the project loses momentum, no one stops it.
- 2Reporting driftThe status is green, reality is not. Problems only become visible once they are expensive.
- 3Scope that was never really agreedBoth sides signed and meant different things. At the first real delivery decisions the differences break open, every change request becomes a cost trap.
- 4The missing moment of decisionThe point is missing where someone with full information asks: do we continue like this, or do we change course? So the decision gets made by default, at the most expensive possible moment.
Three levers we put in place.
Control structure
Clear roles and a body that really decides. You do not recognise good structure by the number of meetings. You recognise it when every issue has a place where it gets decided.
Escalation paths
A problem has to land in time where it is decided, with the necessary information. When the paths work, risks get resolved while they are still small.
Decision responsibility
For every material question it is clear who decides, by when and on what data basis. Without that clarity, the deadline makes the decision for you.
With or without control on your side.
Without
- You rely on the implementation partner's promises
- Deviations only surface at go-live
- Change requests are waved through
- The implementation partner sets the pace
With DGP
- Someone with ERP experience assesses the results
- Deviations become visible early and are corrected
- Change requests are critically reviewed
- You decide on equal footing
Taking responsibility also means speaking uncomfortable truths. When an area or a partner does not deliver, we say so, instead of colouring it green in the status report. Even when it sometimes hurts.
How we run your project.
We do not take control over your head. We build it up with you, keep control alongside you and hand it over once it holds.
Establish the facts
An honest picture within a few days: where decisions are made, where they stall, where data and expectations diverge.
Set up a decision system
We set up structure, escalation paths and responsibility so that open items are decided bindingly. Meetings turn into decisions.
Share control, as a senior team
We keep control alongside you, not from a distance. Senior, hands-on, in your governance forums. We keep the project on track week by week.
Hand over and stabilise
We lead your team into control and stay until it holds without us. Support becomes self-sufficiency, and it lasts beyond go-live.
Is your project already under pressure?
Then the cause almost always lies in decisions and processes, not in the technology. With the Strategic Project Assessment we bring the process flaws to light within a few days and create a fact-based picture, before the budget is gone.
To the Strategic Project AssessmentWhat decision-makers ask us about this.
We already have an implementation partner. What do you do then?
We stay in control on your side and hold the partner to account. You get someone with experience who represents your interests and assesses results on the merits.
Isn't that duplicating the project manager?
No. We bring in senior control and ERP knowledge that are often missing internally, and relieve your project management, instead of duplicating it.
Can you also take on only the control, without the implementation?
Yes. Governance and delivery are bookable on their own on their own, regardless of who implements.
When is the right time to bring you in?
Ideally early, before the award or at project start. But we also step into a running, wobbling project and bring it back on track.
Do you also intervene in contracts and change requests?
Yes. We assess change requests and effort critically and support you in holding a clear position towards the implementation partner.
Do you hand back to us in the end?
Yes. Our goal is a stable project in your hands. We hand control back in an orderly way, instead of making ourselves indispensable.
Related content.
Should someone with experience take control on your side?
A first conversation in which we assess your project situation. Senior-led, without detours.
Arrange a conversation