Services
Project governance and interim IT project management
We take the lead on the client side. Structure in the project, control over scope and planning, and a single point of contact between supplier, operations and management.
The problem
The problem you probably recognise
The project is running, but no one can say in one sentence where it stands. The supplier is waiting for input, operations is waiting for the supplier, and management is waiting for a date. There is a plan, but it has been revised three times and no one believes it anymore. Open items live in mailboxes and in the heads of two people handling this alongside their own jobs.
Or the problem is simpler: you have no project manager. The role is split across a controller, a team leader and the director. All three are good at their own job, and none of them has time to steer an IT project. The result is that decisions keep being postponed, the supplier sets its own pace, and the scope grows without anyone stepping in.
An implementation rarely fails because of one big mistake. It fails because of dozens of decisions that no one made.
Our role
What Operion does
We sit on your side of the table. With project governance we carry out project management for your organisation: we set the plan and keep it current, safeguard the scope, assign decisions to the right people and hold the supplier to what has been agreed. Not with extra layers of reporting, but with a short, fixed cadence everyone understands.
In practice that means: one up-to-date list of open items and owners, a fixed weekly meeting with the supplier, a decision log, and a clear split between must-haves and nice-to-haves. Extra work only proceeds after explicit sign-off. Escalations go to management with a proposal, not with a problem.
Where needed, we also take on interim IT project management more broadly: several projects running side by side, a change of supplier, a delayed go-live that needs rescheduling, or taking over a project whose project manager has left. In every case the goal is the same: make the project predictable again and leave the knowledge behind in your own organisation.
Trajectory
How the trajectory runs: discovery to go-live
01
Discovery
A baseline assessment of the project: where does it really stand, what has been agreed, what has been delivered and which risks are still open? The result is an honest picture and a recovery plan.
02
Rebaselining fit-to-standard
We bring the wish list that has grown over time back to the standard of the system and make a decision on each exception. This is usually where the plan becomes achievable again.
03
Build under governance
A fixed cadence with the supplier and internal key users, a single list of open items, test rounds with real scenarios, and a decision log that stays current.
04
Go-live and handover
A go-live decision based on criteria rather than gut feel, support during the go-live, and handover of governance and documentation to your own organisation.
Who it's for
Who we do this for
Project governance is intended for organisations in logistics, wholesale and business services that have no in-house IT project organisation. Management is involved, the lines are short, and there is a need for someone who carries the project without setting up an entire PMO.
We step in on a project that has overrun, on an implementation that starts without a project manager, for a temporary replacement, or when several suppliers are working on the same landscape at once and no one has the full picture. The engagement is always temporary and has an end point: once the project runs predictably and the knowledge has been transferred, our job is done.
If you are instead looking for execution of the setup, take a look at IT implementation. If the system choice still needs to be made, it starts with IT selection advice.
Questions
Frequently asked questions
Do you take over from our current supplier?
No. We sit on your side of the table. We safeguard the scope, progress and decisions, and hold the supplier to what has been agreed.
Can you step in if the project is already stuck?
Yes. We then start by establishing exactly what has been agreed, since that is usually where the ambiguity lies.
Regain control of your IT project
Tell us where the project stands and what has been agreed. In an initial conversation we outline what is needed to make it predictable again.