Leveraging the Experience of the Past
to Transform the Future
What We Do
Projecting Success helps organisations to leverage data and experience to solve complex portfolio, programme and project management challenges. We understand that shareholders and the public are becoming increasingly intolerant of project failure, particularly when it is often foreseeable and avoidable.
We exploit the very latest techniques in AI and machine learning to leverage the knowledge and insights from a vast array of interconnected project data; identifying and joining dots in a way that until recently would have been unimaginable. This has the potential to transform how organisations develop their project delivery capability and in our opinion will deliver the most significant change to project delivery in a generation. Projecting Success are helping to shape the thinking on what is an incredibly complex but hugely exciting emergent capability. We use the insights from connected data to provide early warnings, suggested courses of action, interventions, checklists and contextualised feedback to help project delivery experts navigate their way dynamic and rapidly evolving project environments.
Examples include extracting real time insights from market and contract data, integrating this with tender documentation and aligning the rich seam of bid data that exists within organisations. We also provide tailored insights on the profitability and delivery challenges from previous projects and use the insights from this experience to shape future bids; an intelligent and adaptive bid management capability. The capability then extends into intelligent scheduling, using deep learning to identify correlations in performance across each element of the work breakdown structure, across thousands of projects. But that is just the tip of the iceberg. Our capabilities are truly revolutionary.
The Drivers for Change
Lessons systems don’t work
Organisations acquire a huge amount of knowledge from delivering projects and programmes but very few leverage this information to deliver demonstrable improvement. Mistakes are repeated.
High performing organisations focus on marginal gains, yet many don’t exploit the data that is available at their fingertips. Is it time to exploit the knowledge and insights that are generated as a byproduct of delivery?
Clients will demand it
It will become increasing intolerable for suppliers to repeat the mistakes of the past. They will need to demonstrate that they are doing everything practicable to leverage delivery insights and knowledge.
Proliferation of data
The volume of data will continue to proliferate. Successful organisations will be those that are able to derive insights and correlations from data. Leveraging experience and using insights to drive performance improvements.
Our team have a wealth of experience in innovation, ranging from leading a government research portfolio through to bringing thought leadership to the future of project data and analytics.
The ‘better information, better government’ initiative within UK government will open up project data and supporting analysis. There will be nowhere to hide and organisations will increasingly be held to account.
In austere times, will it be acceptable in the future for a public sector organisation to keep repeating the mistakes of the past when a large proportion of the mistakes are avoidable?
How tolerant will shareholders be when they discover that project costs have increased again and based on the revised estimate, the original investment case no longer makes sense.
Is it reasonable that clients have to continue to bear the costs of failure, when analysis demonstrates that failure is often foreseeable and avoidable? Will they reward suppliers who have systems in place to leverage knowledge and minimise the probability of negative lessons being repeated.
So what is different?
We leverage connected data from across organisational stovepipes, using analytics and machine learning to identify themes, extract insights, inform decisions, influence assurance and develop methods to optimise value.
We identify correlations in data that reach beyond organisational boundaries. We used the latest big data and machine learning methods to extract insights tailored to the demands of your project, when you need them most.
Look beyond the data
Lessons data sets contain a significant number of statements of the obvious, that are difficult to exploit. We interrogate the core data, challenge bias and identify insights that will drive improvement. We look beyond the obvious.
Large datasets of lessons are often overwhelming and impenetrable. We segment experience and develop a data model based on your challenges, your use cases and tailor them to the capacity of your organisation to accommodate change.
A focus on consumption
Insights needs to be tailored to the demands of the project, when they need it. Cutting through statements of the obvious to provide advice, support and wise counsel at critical stages of delivery. Making the unknown… knowable.
Evidence based assurance
Imagine an assurance regime that provides challenge based on analysis of what has gone wrong before, tailored to the project constraints and environment. Heading off the foreseeable before it is too late.
What is my return on investment?
You have probably already invested a considerable amount of time and effort in improving project delivery, but this investment is typically thinly spread, ad hoc and the impact is difficult to quantify, benefits are difficult to measure. By refining your approach to how you capture and apply project data you will be able to provide metrics and hard evidence on areas of focus and demonstrate how it has impacted your portfolio. The return on investment will be measurable.
- Areas of focus: Deep learning requires a huge amount of data and is unlikely that the benefits of deep learning will be fully realised in the short term. Like all major change programmes, the results can take years to embed, hence it is important to start with a series of use cases that address your immediate strategic priorities. Use cases that have the potential to deliver a step change in capability, secure organisational commitment and underpin the business case for a more transformational vision.
- Improving outturn: You leverage this knowledge to reduce project costs, improving the predictability of project out turn and deliver competitive advantage. You challenge how resources are applied across your portfolio and management deployment with agility to reflect emerging conditions and evidence based forecasts of where challenges are likely to materialise. Can you afford to delay as others march ahead?
Pressure to manage lessons more effectively
The Public Sector
The transparency within the US on ICT projects is unprecedented; it’s a data rich environment that challenges the very essence of what project data can be released. The FOI Act provides the public with the ability to drill down into the reasons for project failure. When aggregated this is a compelling dataset. Society will become increasingly intolerant of failure, particularly when it is both knowable and avoidable; they will demand that the public sector demonstrably learns from its lessons. Public pressure and the consequences of reputational damage could be severe.
The Private Sector
Clients will begin to demand that suppliers provide evidence of the value that they bring by leveraging lessons learned. Not just within their sphere of delivery experience, but by extracting lessons, insights and practical experience from across comparable projects.
Shareholders will be able to see where lessons have not been learned and begin to understand the impact on future revenue and profitability. Company Boards will increasingly be held to account and tolerance of knowable and avoidable mistakes will wane.