Michael Smit is an IBRS advisor who focuses on project and program management, procurement and general IT business management. Michael’s experience began in tier 1 consulting and was further developed across a range of industries with a particular focus in oil and gas, pharmaceuticals and government sectors. Michael’s IT career began in project management and procurement, broadening into program management and ultimately into a head of department role, which he is currently active in. Michael has recently completed a full strategic roadmap delivery from definition to operations. The roadmap covered implementation of a Cloud-first strategy across infrastructure and end-user computing, delivery of new core business applications and full desktop refresh across seven countries. Michael’s active role in industry allows him to support clients with highly practical consulting services that are applicable in real-world scenarios.
Conclusion: Consulting engagements are often scheduled under the assumption of ideal conditions. In reality, many engagements experience a ‘slow start’ due to the consultants needing to request information and data, schedule stakeholder meetings, understand assumptions and parameters, and define and agree on the appropriate governance processes. This is often followed by a ‘frantic finish’ and can impact the quality of consulting outcomes.
All of the causes of the ‘slow start’ can be effectively alleviated through preparation and the role of a client-side project manager. This early work can often lead to significantly increased quality of consulting deliverables.
- Governance & Planning
02 November 2019
Conclusion: Deterministic1 project budgets do not convey any information about the range of possible outcomes for a project, or the associated risk factors driving the range. The ability to communicate the risk-weighted range of possible project outcomes can lead to much clearer expectations and understanding of project outcomes, especially for project sponsors. Modelling these ranges can be performed with relative ease, using basic Excel add-ins and high-level estimates of risk applied to the components that make up a project2.
- Governance & Planning
02 October 2019
Conclusion: When engaging the market for suppliers, the objective of the procurement process is to select the supplier with the most suitable approach, who is able to accurately define the scope, and deliver in an effective and risk-mitigated way. In the context of a full project, for a proportionally minor investment, and a comparable amount of time and effort from key stakeholders, a competitive and paid discovery phase, involving multiple prospective suppliers, can yield significantly better outcomes for projects than through request for proposal (RFP) alone. The benefits include the ability to trial the delivery team, more accurately define scope, validate assumptions and hybridise the best of several informed approaches.
- Operations & Service Delivery
04 September 2019
Conclusion: With Software-as-a-Service (SaaS) deployments the fastest growing and most deployed Cloud service globally, particular attention should be given to evaluation and selection approaches that align to the solution being selected. When evaluating SaaS solutions, greater confidence in the applicability and value of a solution can be gained via a rapid demonstration and trial-based evaluation versus the same level of time and cost committed to a full request for proposal (RFP) process.
05 August 2019