Approach

A structured method, not improvisation.

Every engagement runs on the same governance skeleton and minimum viable management products — adapted to the client, never reinvented from scratch. Here's the shape of it.

Governance

Four forums. No more, no less.

Lean, proportionate governance — enough structure to catch problems early, not so much that it slows delivery down.

Level 1

Steering Committee

Executive-level decision authority: budget, risk appetite, and go/no-go calls.

Level 2

Programme Board

Cross-workstream coordination, dependency management, and delivery oversight.

Level 3

Technical Working Group

Resolves technical and integration issues before they ever reach the board.

Level 4

Technical Authority

Protects architectural integrity: technical sign-off, standards enforcement, and conflict resolution.

Minimum Viable Products

The essential documents. Nothing decorative.

A defined, minimum set of management products — not a heavyweight framework borrowed wholesale from public-sector methodology.

Project Initiation Document
The single source of truth: scope, approach, roles, governance, and tolerances.
Work Breakdown Structure
Decomposes the total scope into manageable work packages.
Two-Tier Schedule
A master roadmap for governance, plus a granular near-term execution plan.
Dependency Matrix
Maps cross-workstream and cross-party hand-offs before they slip.
RAID Log
A single consolidated view of Risks, Assumptions, Issues, and Dependencies.
Change Log
Every change request, from initiation through impact assessment to decision.
Highlight Report
A concise, exception-based status report — written, not verbal.
Roles sit alongside these, not inside them. Responsibilities are mapped separately — typically via a RACI — and recorded in the PID, so accountability is never ambiguous across parties.
Method

Six steps, from definition to adaptation.

The same underlying sequence whether the engagement is a full turnaround or a targeted piece of advisory work.

01

Define the Change

Establish the real change before planning it — the case, the target state, the scope.

02

Choose the Methodology

Blend waterfall, agile, or hybrid to fit the work — never adopt one as doctrine.

03

Build the MVPs

Stand up the seven management products as live, owned documents — not artefacts in principle.

04

Avoid the Pitfalls

Recognise the patterns that sink transformation delivery before they take hold.

05

Track Honestly

Report delivery health and benefits as they really are, not as the team hopes.

06

Adapt Governance

Evolve the governance model as delivery matures — proportionate at every stage.

This is the skeleton, not the toolkit. Every engagement is built out with client-specific templates, thresholds, and worked examples — the actual management products, RAID entries, and governance terms of reference are developed with you, not handed over generically.
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