The primary specialties are project management, large-scale deployments, with integrated process optimization and infrastructure change management.
Approach is focused on precise planning and effective communication.
Throughout change is controlled, managed as efficiently and effectively as possible for maximum benefits and minimal risk.
Optimization and refinement are common to both business processes and project process and procedures. While business process improvement will engage methodologies such as Six Sigma, Lean, and Total Quality Management (TQM), project processes are improved with a more dynamic approach.
Often there are key adjustments in any procedure or process that are frequently minor yet deliver a significant improvement. This can be for example a sequence adjustment or starting an element earlier or later in the process. An informal Kaizen approach where small incremental changes are routinely applied to eliminate unnecessary activities in processes is also of value.
It is in the beginning of a project’s execution that the delivery of the output is simplified and optimized. Constraints and requirements remain guidelines. As optimization delivers simplicity, the minimum number of steps to the deliver the desired output, automation is then considered.
Starting at a slower pace, optimizing while delivering quick wins, will tool the project for effective and efficient execution. Resources fixing what can be avoided will be reduced while ramping up to performance speed. This facilitates demonstrating progress to stakeholders to manage expectations, fulfill their needs, and provides an optimum user experience within and across silo’s, as outcomes are realized.
Project planning and schedules must be based in cold hard mathematical analysis — not driven by impatience and desire. The schedule is developed based on the work required to complete the project tasks using a how fast a task can practically be completed estimate. Then those estimates are reviewed to conform to other constraints, calendar requirements and strategic goals of the organization.
cRAN eNTERPRISE has developed and fine-tuned the process for deploying custom PC O/S builds, and for scripted, checklist driven rollouts. The challenge is logistics and communication; precision and flexibility are key. We implement solid planning and standardized processes to mitigate the unpredictability of change as the deployment unfolds. We sweat the small stuff so you don’t have too.
All team members are encouraged to think about what could go wrong and plan for it, so all changes can be implemented without negative impact. To accomplish this, an integrated process for identifying, documenting, monitoring, evaluating, controlling and approving all changes to the client services throughout the life-cycle of the service, is established. Standardized methods and procedures are used for efficient and prompt handling of all change. A considered approach to assessment of risk and business continuity, change impact, resource requirements and change approval is instilled to maintain a sensitivity to operations. Simplify just for simplification’s sake is discouraged and outcome-based thinking is used in its place.
