Public Sector · Management
Project management for complex digital projects.
Schedule, milestones, risks and regular reporting - including when several vendors are involved.
When public bodies bring us in
- you're preparing a tender and need a supplier
- the project needs several disciplines at once
- an existing system needs extending or connecting
- a procedure needs digitalising from application to decision
- long-term support after handover is required
What this means for the contracting authority
- Traceability for every step of the procedure.
- Documentation that matches the tender requirements.
- One accountable partner even with several vendors.
- Acceptance testing against pre-agreed criteria.
- Support and development after handover.
Problem → solution
What we provide
- a schedule with milestones
- a risk register
- regular client reporting
- partner coordination
- scope change management
- minutes and decision traceability
When several suppliers work on one project
On larger public projects the client often runs several contracts at once. Problems then rarely arise inside a single lot but at the joins between them - where nobody is explicitly accountable.
- agreed ownership of every interface between systems
- one shared schedule rather than several separate ones
- one person who coordinates and reports to the client
- minutes that show who agreed to what
- a process for scope changes during delivery
Risks are written down before they happen
A risk register is not a formality for the tender file. Its purpose is to raise a delay or obstacle while it can still be mitigated - not at the meeting after the deadline has already slipped.
- delays in getting access to third-party systems
- a regulatory change during delivery
- absence of a key person on the client side
- legacy data in worse condition than expected
- dependency on another supplier on the project
When clients come to us
- several suppliers are on the project and nobody coordinates
- the project is late and there are no reports
- the internal team has no capacity to manage it
- funding requires milestones and evidence
What you receive
- a schedule with milestones and owners
- a risk register that is kept current
- a regular client report
- meeting minutes with the decisions taken
- one point of contact for the whole project
How we run a public project
Requirements
Tender and technical requirements are translated into a delivery plan with milestones and responsibilities.
Project management
One contact, regular progress reporting and subcontractor coordination in one place.
Quality and security
Test scenarios, a security review and compliance with the client's requirements before acceptance.
Documentation
Technical and user documentation, instructions and training material.
Acceptance and SLA
Acceptance testing, handover and support with agreed response times.
Related work
FAQ
Do you help prepare tender documentation?
We can contribute to the technical part and clarifications, within public procurement rules.
Who manages the subcontractors?
We do. The client has one contact and one progress report.
What does post-handover support include?
Agreed response times, defect resolution and enhancements as agreed.
Related solutions
Sounds like your project?
Send us the project description, your existing system, the tender documents or the event date.