Systems projects fail in two distinct ways, and they need different remedies.
The first is delivery: scope drifts, dependencies aren’t tracked, the vendor’s timeline and yours diverge quietly, and nobody has the authority to make a decision when one is needed. That’s project management.
The second is adoption: the system is delivered on time and to spec, and six months later half the team is still on the old process. That’s change management, and it’s the one that’s usually under-resourced, because it’s less visible in a project plan.
We do both.
Delivery. A realistic plan with the dependencies mapped, vendor and internal workstreams coordinated, risks and issues actively managed rather than logged, a working governance rhythm, and honest status reporting — including when it’s bad, early, while there’s still room to respond.
Change. Identify who’s actually affected and how their day changes. Communicate early and repeatedly, in terms of what it means for them rather than project milestones. Involve the sceptics — they usually have the sharpest objections, and answering them improves the design. Train before go-live, support intensively just after, and measure adoption rather than assuming it.
We work as part of your team, not as an oversight layer. That means being in the detail: chasing the vendor, writing the comms, running the sessions, and making the calls that need making.