Project direction and client-side management
You are changing systems. Someone has to hold the integrator, the schedule and the scope.
The problem
You are starting an ERP, CRM or BI change. The integrator runs the project, writes the specification and invoices the change requests. Nobody defends your interest across the table, and the budget drifts by thirty to fifty per cent.
The solution
A project manager on your side of the table: requirements, argued comparison of the bids, scope and contract negotiation, steering committees, control of deliverables and of the data migration, acceptance testing, arbitration of change requests. Twenty years of projects seen from both sides.
What you get
- Requirements an integrator can bid on, and a comparison grid for the bids
- Project steering: committees, schedule, risks, decisions on record
- Control of the data migration and of acceptance testing before go-live
- Arbitration of out-of-scope requests and change orders
- Handover to an in-house counterpart at the end of the project
How we measure
- –Gap between initial and final budget
- –Go-live date met
- –Scope delivered against scope contracted
How it works
01
Scoping
One page: situation before, success indicator, data scope, users, go/no-go.
02
Implementation
Configuration or development, integrations, tests with your teams, a demonstration every week.
03
Handover
Training, documentation, access and code handed over. Indicator measured at 30 and 60 days.
Request
Let's talk about “Project direction and client-side management”.
Describe your situation in a few lines. Reply within one working day, with a 30-minute slot to check that this solution is the right one, and a written fixed price if it is.
In the same family
ERP: selection, deployment or overhaul
Sales, purchasing, inventory, invoicing, French accounting, custom modules.
CRM, quotes and invoicing
Sales pipeline, reminders, e-invoicing.
Electronic signature and contracts
Self-hosted Documenso or SaaS: contracts signed, filed, found.