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Project Management

Working with Shelby is an opportunity to experience the collective lessons learned when managing all stages of the project.  Whether you are in the beginning stages of your project or seeking a change of course we are ready to manage and deliver against all project constraints: Time, Cost and Scope.

We pride ourselves on a consistent track record of managed projects that are delivered against very aggressive deadlines and worked into complex project planning schedules.  Is your procurement project going to fit with your organizations overall technical roadmap?  Has the scope been defined tightly to allow for successful implementation and a planned implementation?  Will you be able to achieve the vision of the project within the budgetary constraints that must be imposed?

Having answers to these questions will place a project on the road to success; however, you cannot just focus on the easily quantified challenges.  The final component Risk must be successfully managed at all levels of the project and understood clearly within the project management office.

Our approach to project management follows consistent industry validated stages from beginning to end.  The primary stages are as follow:

• Project Inception – This includes initial scope definition, project funding, stakeholder definition and acceptance, and potential architecture approaches
• Project Elaboration – Prove the system architecture and complete any benchmarking studies that need to be completed.
• Project Construction – Create the technical solution, your support structure and organizational change approach.
• Project Transition – Validate and deploy the new system or process into your organization’s production environment and ensure solid intellectual capital resides within the partner organization.

Furthermore, our project management approach takes into consideration some challenges specific to the procurement space.  Within the Source-to-Settle cycle, certain potential issues must be examined and have a plan implemented in order to mitigate the negative impact that they could have on project delivery.  These issues include the following:

• What cross-functional interdependencies exist within the Source-to-Settle cycle and what affect do these interdependencies have on the overall project plan?
• What is the desired approach to vendor management, how does it differ from the current approach and what risks are associated with its implementation?
• Other than vendors, what additional outside entities (market exchanges, financial institutions, government agencies, etc.) have input into the organization’s Source-to-Settle cycle, what risks are associated with their involvement and what effect could they have on project delivery?