Providing an objective and tangible perspective to your ICT questions:

Operational performance, Cloud transitions and core deliverables.

Our approach: 

“THINK” was the famous slogan of IBM in the 80’s; 

Today the tendency is to “just do it” and "hopefully" the outcome will deliver. . . something, some time, or... go for the other extreme of CMMI lvl5 and/or ITILv3 and then find ourselves completely stuck in procedures and bureaucracy. Agile/Scrum seemed promising, however equally here the statistics shows that it does not deliver either; without guided disciplines nothing truly changes the success rate. 

Many readers have at this point left us, which is fine, we prefer to serve the "aware". 

For those still reading, we are keen to establish a working relationship with you. 

We are passionate to apply proven principles and extracted methodologies to assure proper identification of goals and outcomes (deliverables); however we do not apply methodologies just for the sake of applying a methodology.
Take a good look at any of the major advisory firms, being it Gartner, Forrester or the Standish Group, without exception they recognise that it is not the methodology but the capability (soft skills) of those involved which determines success or failure! 

Success lies with involved Key Stakeholders:
- The Executive (eg: Sponsor) to clearly state direction;
- The Users to define expectation and trough involvement accept delivery;
- The Programme / Project Manager to communicate, negotiate, direct and deliver.

Nothing else determines success or failure! 

The biggest common mistake is to seek a "specialist" instead of a Peoples oriented Project Manager.

We have witnessed too many “paper oriented” PM’s, loving their certificate on their desk, great at explaining the methodologies, but in practice lacking the business acumen and realistic approach to deliver. 

Statistics deriving from the mid 80’s up to today are un-changed, a steady failure rate of about 75% for projects; anything that does not fit within 20% of margin for either budget, time or deliverables cannot be identified as success, this contrary to many wishful thinkers out in the marketplace. 

There is a serious difference between knowledge and capability, something rarely acknowledged by today’s business managers and even more rarely found in a single Project Manager. 

We always enjoy reading success stories about products, tools or methods; mostly amazing and amusing to read and always taken completely out of context... "Marketing" in optima forma. 

Nothing can compensate for the required set of “soft skills” by the PM responsible to deliver.

A final misperception is stating that a PM “must sell”; Selling is commonly one off and short term minded; selling does not focus on relationship management and definitely not on identification of capabilities to deliver; in fact: those who “sell” commonly tend to run away fast directly after their “sell” ! 

We do not “sell”, we “deliver” ! 

Resource M&C. . . still. . . THINKs !

Continual yearly statistics performed by DSDM (see: www.dsdm.org/agilebusiness.org) show that 75% of all projects fail to deliver; This means that the majority of all projects does not deliver on time, within budget or to specifications; Any project that exceeds 20% deviation (either over or under) is improperly planned and shows lack of professionalism. 

The latest marketing trend, Agile/Scrum, has no different outcome, this also shows the same failure rate; without matured disciplines nothing truly changes the success rate. 

Resource M&C prides itself that over 95% of our projects did not fall into the above (failing) category; Despite not being perfect (nobody is ;-) we definitely stand out from the crowd! 

Methodologies form the base of our success; since the very beginning of PMI (and PMBOK), these principles have been applied, though not exclusively! 

Experience shows that a methodology only works if the environment in which it is applied has matured to the stage where it in fact can deal with a structural approach to deliver into the business.

Throughout our track record we have worked with a variety of available methodologies, including: PMI/PMP (PMBOK), PM2, SPM, PMM & WSDDM, etc. all pending the organisation and circumstances. 

Equally important after (and as part of) a Project is assuring ongoing capabilities through proper (embedded) Service Management.

In the early days of ITIL (early 90's) we already collaborated with industry leaders (like Pink Elephant) to assure processes and procedures are embedded with deliveries to support the ongoing business.

Where lies our difference?
We refuse to simply apply a methodology, this catastrophic approach has failed many;
we adapt our working principles to the organisation, collaborating, assuring optimum results.
We put methodologies in context to company cultures and the various maturity stages.
We guide organisations through transition and optimise business processes by selectively applying deliverables.

The Resource M&C approach:
   1st: People Management,
   2nd: Adaptive Management,
   3rd: Situational Management,
   through: Relationship Management,     

and all . . . funded with solid core ICT know-how.

Project deliveries

Our background originates from application development and functional analysis; Our major accomplishments are with DataCenter and infrastructure (Cloud / xAAS) deliveries;

We firmly believe that our success lies with our unique ability to take a look at ICT as a whole: all aspects of Organisation, Technical and Functional are taken into account to deliver success.