These are areas of work, not six isolated packages. A reporting problem may involve process design, an unresolved strategy choice and system configuration. We establish the scope by looking at the current work and what the business is trying to change.
Making the choices behind the operating plan explicit: which work fits, how the business intends to operate, where authority sits and what should guide a decision when the answer is not routine. This can cover strategic positioning, business context and operating-model choices.
Designing how project work, people, information and decisions move through the business.
Teams can retain different delivery methods while agreeing on the project information they need to share. The work may include governance, roles, handoffs, portfolio visibility and project controls.
Working with the people affected by change while it is being designed. We observe current practice, find the coordination work that is easy to miss and involve the team before new arrangements are fixed.
The scope may include change design, role and capability work, workshops, role-based training, adoption support and handover to the people who will own the work.
Comparing the documented process with what people actually do, then deciding what needs support, what can change and what must remain possible. This includes exceptions, approvals, data ownership and the handoffs where information is duplicated or delayed.
Assessing AI as part of the operating model: the work it is being asked to do, the information it relies on, who checks it and what happens when it is wrong.
We examine useful applications, workflow fit, human oversight and the process or system changes needed around the tool. We also say when AI is not a useful answer.
Selecting, configuring and connecting project systems after the work practice and operating decisions are understood. We work with WorkflowMax, ProWorkflow, Projectworks, Xero and adjacent automation tools including n8n and Zapier.
Depending on the need, this includes product-fit assessment, data and workflow design, configuration, integrations, migration planning, reporting, testing and adoption support.
An engagement may begin with a request for training, a new report or replacement software. We compare that request with the work itself. If a report requires several exports and someone to re-key the result, more training will not fix the reporting structure.
Observation shows where people are carrying missing information, where a workaround serves a purpose and which decisions remain implicit. The work may stay at strategy or process design, move into a system assessment, or continue through implementation and adoption. Replacing software is one possible result.
When we work in a live system, assessment is read-only by default. Proposed changes are previewed before anything is written. The people who will own the work are involved before handover, so the business is not left dependent on us to run it.
Our work covers system integration and reporting alignment so project and finance information can be reconciled. We do not provide accounting, tax, bookkeeping or financial advice, and we work alongside the client's accountant where their input is needed.
The case studies show how this work has looked in practice. If you want to discuss whether a current problem is within scope, the contact page has email and meeting options.