We assess whether an IT project is worth the investment before it starts, and we bring it to completion when it has already started and risks stalling.

IT projects rarely stop for technical reasons. They stop because the objective had not been defined precisely, because nobody had the authority to decide when priorities came into conflict, or because the vendor and the company meant two different things by the same words.

Before a project starts, we assess it: what problem it solves, what it really costs once the time of internal people is counted, what alternatives exist, which conditions must hold for it to work. This is the moment when a deliberate decision not to proceed is worth more than an optimistic start.

Once the project is under way, we take charge of running it: planning and progress reporting, vendor coordination, management of risks and open decisions, verification that what is delivered matches what was agreed. We act as the single interface between management and the technical teams, and we translate in both directions.

We also step into projects that have run aground. In that case the first task is to understand where the alignment between the parties broke down, and to rebuild it before restarting the work.