Programme/Project Assurance for Complex Relationships
What we deliver
Specialist Programme and Project assurance for complex supplier relationships. We assure your expert supplier(s) deliver to your expectations on time and to budget throughout a relationship’s lifetime. Our experience of over 500 complex relationships provides us with excellent stakeholder and supplier relationship management skills, coupled with deep domain technical skills in programmes, contracts, projects and operating requirements of the specific supplier and solutions you have procured.
How you will benefit
Faster achievement of your outcomes. Our integrated team approach means (a) material objectives are achieved quickly, (b) your complex projects are delivered on time and to budget, and (c) evidence of effective delivery from your strategic supplier builds trust and confidence between you to work together on more strategic business initiatives.
Significant cost savings. Having certainty that key objectives have been delivered first time, on time and to budget, from your strategic supplier relationship means (a) you have avoided significant misunderstandings over your expectations between you and, in turn, (b) you’ll start to realise much greater cost savings through operational effectiveness significantly faster.
Supplier accountability to provide on-going maximum value. We also have deep experience of contract law. This means that whilst delivering services in these complex programmes, strategic suppliers are usually under a ‘Duty’ to provide best value, even if it is not documented in the written contract. This knowledge is used collaboratively with your strategic supplier to assure a win-win outcome for both parties.
The specialist programme and project assurance we deliver
Everyone has clarity of the ‘Future State’ to drive maximum value
We assure the business has excellent visibility of:
- The business plan of outcomes you want to achieve and by when
- The degree to which any complex project services/solutions are necessary to achieve your business outcomes
- Where your existing supplier relationship and contract management process is already aligned to supporting your business outcomes, and where some realignment of it will generate further value for you
- How your existing processes of procuring new strategic relationships, remediating and improving existing relationships and the exit and transition of relationships into new service/solution provision aligns with your business outcomes, and how any realignment of those processes will assure better fitness for purpose of those strategic relationships
- The creation and updating of policies involving:
- Roles and responsibilities between you and your strategic supplier, including individual internal job descriptions and OKRs
- Operating governance
- Relationship and contract management governance (to assure the supplier’s ‘Expert Responsibilities’ are not inadvertently diluted and undermine your contractual protection)
- Your competency framework for the Intelligent Client Function Team, including the interdependent elements of cross-functional roles and responsibilities
- Team capability building including training, coaching and mentoring aligned to agreed business outcomes
- Overall process modelling aligned to the ‘Future State’ (target operating model)
The Programme/Project(s) deliver your expected benefits, quickly
We assure effective management of the mobilisation and implementation of the Programme/Project(s), and ensure that the following are achieved:
- Strategic goals. The implementation has enabled the organisation to achieve its overall strategic objectives and goals from the Programme/Project.
- Benefits focus. The Programme/Project was managed in a focused and optimised manner, such that the key strategic benefits were realised on time and to budget.
- Complex interdependencies simplified. The complex interdependencies between the various Programme and Project initiatives and tasks were robustly monitored to accelerate early benefits being delivered across the board.
- Effective risk mitigation. Having an end-to-end integrated team has helped you reduce material risks in the Programme/Project quickly and/or very effective workarounds have been implemented.
- Optimised resource management. You’ve prioritised key activities aligned to the most important business objectives, thus enabling you to reduce conflicts in demand between key resources and reallocate to different projects accordingly.
Programme governance that supports the business outcomes
We deliver the coordinated organisation, direction and implementation of a range of specific initiatives that aim to achieve outcomes and realise benefits in strategic supplier relationships.
The Programmes we support are defined as a temporary, flexible organisation created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver the outcomes and benefits related to your organisation’s strategic supplier initiatives. We structure and deliver:
- Governance. These are the functions, processes and procedures that define how your Programme is set up, managed and controlled. It usually involves following a process based methodology, for example Managing Successful Programmes (MSP).
- Business case. The Programme business case must address the greater uncertainty that exists in the Programme environment. We ensure it provides justification for the Programme based on measurable benefits and is kept up to date, showing approved changes. The business case generally provides information on:
- the background of the Programme and why it is needed
- what options have been considered and which one has been chosen (including the ‘do nothing’ option)
- the expected benefits and disbenefits
- the costs, investment appraisal and funding arrangements
- the risks and impact on the business case
- a summary of the delivery of the outputs and benefits.
- Roles and responsibilities. We assure clarity of where the roles and responsibilities lie with regard to offering advice and in decision making.
- Benefits realisation. We provide a benefits realisation plan that helps keep track of what needs to be done, when and by whom, to manage the realisation of benefits. The plan may include information on:
- activities and milestones from benefit profiles
- reporting milestones to Programme/Project board and post-project governance structures
- summary review of benefit profiles
- post project review.
- Risk register. We provide a register that addresses risks that are likely to have a wider business impact if they occur. We’ll also include key risks that cannot be managed within any of the individual projects within the programme; common risks within any specific project that, if combined, would have an impact at Programme level and risks arising at the Programme level.
- Planning. We assure the Programme has an overall plan at a higher level of detail than the project plan. This will highlight dependencies between projects, plus project and resource dependencies and, at the delivery level, it records the key milestones, such as deliverables or decision points. The plan will also detail assurance activities, for example, a Starting Gate or Gateway Review. As a minimum, the content of our robust Programme plans would usually include:
- tranche objectives, start and end dates
- projects with their duration, key milestones and dates
- other activities and their duration, including benefits and realisation activities
- dependencies between projects
- indication of what human and other resources are needed for the successful completion of each project or activity
- any major reviews – e.g. Gateway Review.
- Resource management. The on-going planning of resources is vital to assure access to the skills and experience needed to deliver the Programme. We address resource planning, giving consideration to a variety of resourcing solutions and allowing for the ability to factor in recruitment timetables and procedures as required.
- Stakeholders. We ensure their level of interest and influence is documented to allow for planned communication and also devise a Programme communication plan which coordinates and aligns with project communications and deals with matters out of the scope of individual projects that are part of the Programme.
- Closure. We document a record of the Programme’s achievements, as well as to capture any lessons learned for future Programmes. It may contain the following:
- an outline of how much of the Blueprint has been implemented
- a list of the benefit measures that have been captured to show how well the business case has been achieved
- a list of who is the new owner of the benefit realisation activities and whether or not this responsibility has been formally handed over and accepted
- a list of all outstanding risks and issues and where the ownership now lies.
- Lessons learned. We factor into the Programme plan the opportunity to record lessons learned and encourage the project teams to participate.
Project governance that achieves each Project's objectives
We make sure that project management excellence goes beyond producing project charters, detailed schedules and attractive status reports. Factors such as downsizing, mergers, restricted finances, an accelerated business pace, rising competition and seemingly ceaseless change, acting singly and in concert, demand much more.
We will manage time, costs, quality, scope, risks and other traditional practices, as these are a vital foundation of good project management. However, to achieve excellence and maximum value, there are some additional key competencies we make sure our integrated team have in place:
- Negotiation: Negotiation is a vital part of successful project delivery. Irrespective of the stakeholders we are dealing with (suppliers, managing employees or contractors), we are negotiating. The quality and success of your project can be directly affected by the ability (or inability) to negotiate.
- Marketing: We assure that the evidence of value for money of the project we are engaged on stands up to independent scrutiny. In turn, that it should sustain itself against competing initiatives that jostle for higher priorities, management’s attention and valuable resources.
- Benefits visibility: Our project managers continually put the benefits of the project onto the radars of senior management. If we do not, you may soon find projects failing because of a lack of senior management support.
- Customer Service: We are paranoid about excellent customer service and that your senior stakeholders have evidence of the great service levels being provided. Great customer service keeps your customers happy, satisfied and loyal.
- Management of senior stakeholders: We employ good management strategies of senior stakeholders. In return, their support, guidance, mentoring and influence of your project will be your reward.
- Nurturing Staff: We make sure appropriate processes and methods are employed so that your teams on the project feel confident they are being supported well.
- Accounting: We assure that your project appropriately deals with the interdependencies within your accounting department. It needs to account for consuming financial, staff and equipment resources while understanding how project results contribute to the interrelated components of financial statements such as bottom-line profits, revenue generation, expense reduction and increased cash flows.
- Ethics: Ethical dilemmas are often most severe in projects involving complex supplier services/solutions. We’ll implement appropriate methods to ensure commercial trust and ethics are inherent within the project. Ethics fuel and support the vital element of trust with team members, clients, suppliers and other stakeholders.
- Culture: Organisational culture consists of shared beliefs and values which produce an operating equilibrium for your team’s behaviour. Whilst we can’t influence your own organisation’s culture, we can and do influence the culture between you and your strategic supplier and how it can be aligned to fuel high performance.
- Stress Management: Shouldering the pressures of complex, high commercial risk/dependency, fast-paced initiatives can send stress levels to new heights. We’ll assure these are kept to a minimum.
- Innovation: Creativity and innovation are the life blood of complex initiatives. The BPG Optimise process endows projects with enhanced performance and success by allowing the team to eliminate obstacles and hurdle barriers.
- Managing Change: Change (and paying your taxes) are the only certainties in life. Complex supplier relationships have a series of realities. The BPG Optimise process prevents and mitigates troublesome and costly consequences, by fostering change to initiate and maintain worthy initiatives as part of the day to day governance.
Programme management that enables great supplier relationships
Successfully managing the Programme of work across complex supplier relationships will support your organisation to achieve great outcomes, quickly. Evidence from more than 500 complex supplier relationships indicates there are 10 key behaviours great Programme management should achieve. These include:
- Objectives being met. Your suppliers across the Programme are helping you to achieve your project objectives consistently, which in turn, means this is enabling you to achieve your business outcomes.
- Critical friend supplier. Your strategic supplier is both supporting and challenging you to work with them strategically to achieve on-going maximum value.
- Inherent commercial trust and good ethics. Both you and your supplier operate to high professional ethical and personal moral standards. In turn, the supplier delivering services to a high consistent standard, builds commercial trust between everyone.
- Sustained collaboration and innovation. You govern the relationship in a highly collaborative manner, that results in great innovation between you to optimise critical service delivery and streamline complex project solutions.
- Reduced service cost. Sustained collaboration and innovation in service delivery is driving significantly reduced costs for BAU services.
- High reputation with your peers. The ability to drive on-going service innovation and reduced BAU costs greatly increases your reputation with your executive peers.
- Internal team aligned. Truly collaborative operating governance means your internal senior stakeholders are all aligned as to the outcomes they are achieving from the relationship.
- Services always aligned to outcomes. Having a 6 monthly re-shaping process to check that business objectives and outcomes are still current and where they are not, to re-state/re-generate them, and then adjusting services/solutions to meet these updated objectives and outcomes, means your expectations are being sense checked and service re-aligned to meet these changing expectations.
- Flexible/agile contract structure. As part of reshaping/realigning services, the contract terms and schedules allow for reshaping of the supplier’s delivery of services and solutions, based on a value for money assessment at each reshaping cycle.
- Evidenced based results. Firstly, that the KPIs you have in place reflect the real value your organisation is achieving from the strategic supplier relationship you have in place. Secondly, that your process of validating performance, service/solution cost and ROI data means that it will stand up to independent scrutiny so that senior executives on both client and supplier side can rely on that data for improving performance on an on-going basis.
Your programme assures excellent operating foundations
The BPG Optimise Method has eight principle foundations that will help you achieve successful management of your strategic supplier relationship. These include :
- An Articulated Business Vision. The organisation has clearly articulated specific business objectives it will achieve once the service/solution has been implemented.
- An Intelligent Client Function (ICF). An ICF team that demonstrates strategic, commercial and partnership behaviours an Intelligent Supplier expects.
- An Intelligent Supplier. A supplier that understands the ‘holistic’ objectives of an Intelligent Client and strategically supports them.
- Clear Service Delivery Requirements. Clear articulation of the ‘use cases’ and business objectives the client is seeking from the supplier and its solution to enable for it.
- Supplier Expert Responsibilities. Clarity of an Expert Supplier’s “Duty to Warn” and how that impacts the pre-contractual due diligence responsibilities between the client and the supplier.
- Fit-For-Purpose Contract. Contract terms that are reverse engineered from the business objectives, to support ‘enabling’ behaviours.
- Buying Governance. Procurement governance that drives the right foundations to assure a fit- for-purpose solution/supplier is procured.
- Relationship and Contract Management. Strategic Relationship and Contract Management that assures on-going benefits are realised for the life cycle of the relationship.
You have a highly effective client management team
Aligned to your specific business outcomes, your team should have the most appropriate strategic supplier management skills that are required to ensure your management of the Programme to achieve successful outcomes, quickly. The key internal team skills you should have in place to assure the most effective collaboration from your strategic suppliers are:
- Thought Leadership & Strategy. Team members that are effective at establishing and forecasting the strategic supplier services/solutions available to support your own organisation’s effectiveness in serving its clients and the team’s ability to plan, implement and mobilise that strategy.
- Innovation/Service Re-Shaping. Exemplar governance processes in place that capture changing organisational objectives and outcomes, good existing operating practice, where existing operating practice needs to be realigned to drive better value and the process of updating written contracts and schedules so they continue to align to (a) the changing business objectives and outcomes and (b) the supplier services/solutions being delivered.
- Commercial Trust and Ethics. An excellent degree of Trust and Ethics from both the supplier’s and your own team that are used as foundations to deliver great services/solutions to the agreed outcomes, on time and to budget.
- Fit-for-Purpose Contracting Skills. Successful Programme/project management is much faster if contractual structures are in place that drive ‘enabling’ and ‘innovative’ behaviours between client and supplier. It allows on-going maximum value to be derived over the lifetime of the relationship.
- Expert Supplier Responsibilities. A foundation that is often missed in Programme/project management is the degree to which the client team understands the supplier’s “Expert Responsibilities”, implied by recent case law. A good implementation of these responsibilities incorporated into the requirements definition, procurement, contracting, project management, operating and performance optimisation process will mean the Programme/project management will accelerate the service/solution achieving your business objectives.
- Commercial Negotiation Skills. Your internal team having deep domain expertise in leveraging and optimising ‘Interest Based’ negotiation skills to drive maximum value between client and supplier on a win-win basis.
- Buying Governance. Programme / project management of getting into new strategic relationships is better assured when procurement processes are in place that starts with the ‘end in mind’, ie. how the procurement process will operate a due diligence process that can safely assure a suitable fit for purpose service/solution is likely to be implemented on time and within budget. This type of thinking aligns very well with successful Programme management principles for complex supplier relationships.
- Objectives/Process Alignment. It’s important that the Programme team has extensive knowledge of (a) the key objectives the organisation is aiming to achieve and by when, (b) the governance process of identifying changing market forces and which client objectives need to be realigned, as a result, (c) what operational processes and supplier services/solutions need to adapt to meet the changing objectives and (d) the governance and contractual documentation that will need to be amended in the event of objectives and supplier service / solution changes.
Independent validation of performance, cost and ROI data accuracy
We’ll review the performance data, cost information and return on investment you hold for your strategic suppliers and determine, against our internal reference framework based on over 500 complex / strategic supplier relationships, which data stands up to robust independent scrutiny and which data is more subjective. Within the context of the available data we assess its relevance, accuracy, timeliness and punctuality, accessibility and clarity, comparability, coherence and completeness.
You have clarity between programmes and projects
(Project Manager vs. Programme Manager)
(Project Manager vs. Programme Manager)
Specialist Programme/Project Management Considerations
Hurdles in programme managing complex supplier relationships
Programme managers juggle a wide range of challenges and many will get a buzz from bringing order to chaos and under-performance. All will want to avoid the pitfalls of change. Here are five change mistakes that a good Programme manager will avoid in situations the really excellent ones will exploit:
- Senior executives not understanding how the PMO function provides value for money.
- Programme managers attributed a lack of executive support as the main reason their PMO is not successful. Lack of understanding of the value of the PMO within the organisation is an underlying issue that PM professionals cite.
- There is also a lack of understanding of the PMO’s potential. The often held perception of the PMO as an administrative function diminishes the PMO’s role as the centre of excellence for project and programme management.
- Only eight percent believe their PMO is successful. The remaining 92 percent that identified their PMO as not successful identified the following as the key contributing factor or barrier:
- 34%—Lack of executive support
- 20%—Lack of defined goals and responsibilities
- 20%—Lack of dedicated facilities, equipment and infrastructure
- 12%—Lack of corporate goal alignment
- Lack of Involvement in Crucial Activities
Survey respondents provided insights on areas where their PMO is uninvolved, but, which they believe to be critical. One PMO executive of a global customer management and business services firm interviewed said, “The PMO does not do anywhere near as much as it could/should do in relation to adding value to projects.” The areas where activity is lacking include:
- Internal management integration. The PMO faces a lack of integration in communication processes and is not involved in resource management. Consequently, there was no support for Project Managers on a 1:1 basis and there is a strong feeling that IT governance and value management are lacking.
- Portfolio management. The lack of involvement in the strategic alignment of the portfolio management review and analysis, and poor participation in managing strategic projects is a concern.
- Project finance. The lack of involvement in the financial planning process is also an issue as PMOs rarely get to track project finance. This is reinforced by the lack of involvement in setting targets for top management to report to.
- Planning and resourcing. PMOs are not involved in project bids and initiation stages; as a result insufficient planning and resources are given to defining and implementing delivery of individual projects.
- Ignoring the 70% failure factor. Not addressing a series of people-centric factors often results in failure. The consequences for Programme sponsors, Senior Responsible Officers (SROs) and accountable Programme managers can be career-limiting. To avoid people-centric failure (which also aligns with our own experience), John Kotter (key researcher that highlighted the 70% failure statistic) says that you think about it throughout the lifecycle: in the fabric of Project Initiation Documentation (PIDs) and Programme and project plans, key deliverables and target outcomes; and in the cycle of stage gate reviews. You also need to consider it with all stakeholder groups. While all these best practice principles are part of PRINCE2® standards, Programme managers also need to actively manage people-focused business change; either by insuring against failure or seeing risk as an opportunity to accelerate delivery or improve returns by tackling the drivers behind the risk.
- Associating “Change” purely with “Communications”. You might have had your own examples of Programmes that commenced, but where results were not yet coming through and progress appeared slow. It is often thought that more broadcast/outbound communications will help mitigate the issue. This usually doesn’t help. Instead, you should start a two-way conversation. While a message might need to go out, has it been received? Is it understood? Has it been committed to? Is it being championed? How will you know unless you listen and validate what you think you have conveyed? Change requires engagement, not just communication. The message about what needs to happen (e.g. a new way of working) needs to be discussed, so that it is understood, facilitated and actively supported. Good Programme managers have an engagement and communications lead who helps to raise awareness, get contributions and challenge and promote positive action. A good Programme manager will want the engagement: an excellent one will be looking for every opportunity to exploit engagement proactively.
- Addressing Change Too Late In The Programme Lifecycle. Good change practice is at the heart of any strategic supplier relationship that regularly innovates and should have regular ‘re-shaping’ cycles built into the governance. If this is not in place, you usually see change activities mushroom towards the end of a Programme. There should be a clear link between business readiness and testing of the service/solution, development of solutions and earlier design, to the overall business outcomes to be achieved? Your business readiness and change implementation activities should be rooted in solution impact analysis; and, even earlier, reference to change delivery strategies should be in your PID, if your strategic supplier programme is to deliver the vision. Addressing change early will reveal resistance or client discontent.
- Assuming One Size Fits All. As PRINCE2 emphasises, projects need to be tailored to their environments. So how is the Programme approach to change tailored? Does it consider the track record of the organisation trying to drive maximum value from its strategic supplier relationships and draw on the lessons learnt from previous change? Does how the organisation manages its strategic supplier relationships have the capacity to deliver – to provide experienced deployment experts? An expert Programme manager will use a change capability and capacity assessment to refine the cost-effective investment in design, build, test and implementation, using the supplier as its partner. Between them, they’ll review resources, targeting segmented audiences and identifying opportunities to build high-profile/high value change networks to spread the risk and spread the workload of implementation.
Project management challenges in complex supplier relationships
The primary obligations of a project manager dealing with complex supplier relationships can be boiled down to handling difficult projects and obtaining positive results. In order to balance all the elements of a complex supplier relationship, a project manager has to possess an array of skills surrounding communication, decision making, delegation and risk-taking. Project managers are always expected to deal with tasks, resources, time and budget, as well as manage projects.
Project managers in strategic supplier relationships encounter difficult challenges, daily. These include:
- Poorly Defined Goals. One of the most common challenges a project manager often has to face is related to having poorly defined organisational goals of a project or the supplier relationship. If the goals and objectives of a project/relationship are not clearly defined, you’ll be faced with confusion and misunderstandings.
- Solution: The project manager should hold a kickoff meeting with their Intelligent Client Function team members to re-articulate everyone’s understanding of the goals and objectives. Where any of these are either unclear, or may be misaligned to the organisational goals, the first task is to get better certainty between your own organisation and that of the supplier prior to progressing with any implementation activities.
- Poor Team Skills. Even though a project manager might be excellent in their work, if the team that the manager leads lacks appropriate skills, expertise and experience, the collaboration with the strategic supplier is unlikely to yield productive results any time soon. That is when the project manager faces a significant issue because if the team members cannot perform and complete the assigned tasks, the project is at risk of failure. Therefore, it is up to the project manager to decide whether to wave a red flag to either change the team or develop its competences.
- Solution: Before the project even starts, a project manager should work with the Intelligent Client Function to map out all of the skills the team members should possess in order to provide excellent work. It is essential to analyse the strengths and weaknesses of the team members to know what kind of additional support, training they need – or whether they really need replacing.
- Inadequate Communication. A project manager should provide direction for every step of the project, so each of the team leaders know what to expect from their teams. Therefore, poor communication on both sides, the manager and the team, can serve as the biggest project management challenge. Poor communication gets in the way of delivering the project successfully, so the communication skills need to be the manager’s main assets. A project manager needs to have exceptional oral and communication skills that can help increase morale by establishing clearly defined expectations. The project manager also needs to provide the team leaders and members with clear directions and feedback on their performance and obligations regarding the project.
- Solution: If a project manager lacks in the communication field, they need to be replaced. It might sound harsh, but they shouldn’t be ‘managing’; they should be ‘administrating only’.
- Risk Assessment. As a project manager, one must ensure that the risk of working with strategic supplier initiatives remains low. This might be one of the hardest tasks to deal with, especially if the project manager is affected by internal issues, like unrealistic deadlines, poor teamwork, a lack of executive support and a lack of budget. Because complex supplier relationships can often go the wrong way and evolve into a failing collaboration, many project managers simply have to continually oversee the risks that might creep up in the relationship at any time.
- Solution: Collaborating with the Intelligent Client Function and understanding the detailed due diligence conducted by the strategic supplier on the project, will assist the project manager to anticipate which parts of the project can be safely accelerated and which elements might be subject to much greater challenges. The project manager can then prepare beforehand for such an outcome. The control measures will also help deal with the risks accordingly.
- Other challenges a project manager can encounter:
- Impossible deadlines
- Resource deprivation
- Ambiguous contingency plans
- Lack of accountability
- Scope Creep/Scope changes
- Lack of stakeholder engagement
- Great expectations.
Some successful programme/project management examples
Examples of sectors we've programme managed relationships in
Why the BPG Optimise process drives significantly better value
The BPG ‘Optimise’ Method is evidenced from over 500 complex supplier relationships. It shows there are 8 characteristics present in every successful complex relationship. We can help you successfully implement these quickly to improve service innovation, supplier relationships and drive down BAU costs. Its foundations lie in two areas :
- The really great stuff. Across more than 500 complex relationships, we’ve been fortunate enough to be involved with client organisations that really ‘get it’. They drive exceptional value in their strategic supplier relationships. We’ve helped to develop excellent exemplars of business cases, service/solution requirements, procurement, negotiation and contracting strategies, fit for purpose agile contracts, operating governance that continually aligns the contracts and service/solution requirements to business outcomes every 6 months, and really insightful ways of innovating new ways of working and significantly cutting the costs of BAU project delivery.
- The ‘not-so-good stuff’. Our “Expert Witness” experience, giving evidence in court of which party (supplier or client) has caused the problems being experienced, poor behaviours, misaligned contracts produced in a silo and not aligned to the business objectives, contract terms that the courts interpret the responsibilities of differently to the ways the solicitors drafted them, originally expected and so forth.
The greater value this experience provides to you.
Having seen the very ‘nasty’ end of complex / strategic supplier relationships that have gone wrong through our Expert Witness work for the courts, we’ve also seen how the courts interpret great behaviours as well as poor ones.
A strategic supplier’s “Expert Responsibilities” implied by the Courts and often not documented in the contract terms, requirements or project schedules, means that traditional methods of defining requirements, the procurement and contracting process, operating and project governance and delineating roles and responsibilities between client and supplier, are often not contractually enforceable from a practical perspective.
The BPG ‘Optimise’ process also takes into account these “Expert Responsibilities” implied by Courts, and assures a much more strategic relationship, that drives collaboration, innovation and great value between client and supplier.
Some strategic suppliers we have detailed knowledge of
- 1 2 eFile
- 12Pay Ltd
- 4 Ways Healthcare Ltd
- 4PS Construction Solutions Ltd
- Abacus Apps Ltd
- Able CIS – Internet
- Accentra Technologies Ltd
- Access UK Ltd
- Accomplish Systems
- Acister Ltd
- Action for Employment Ltd
- Adaptive Resources
- Adminsoft Ltd
- Advanced Integration Group Inc.
- Advanced NFP
- Aereon QL
- Agfa HealthCare UK
- Airwair International
- Airwave Solutions
- Alliance Medical Ltd
- Amey Community
- Amey Group
- Andritz Automation
- Annata Ltd
- A-One Integrated Highway Services
- Apex Banking System
- Applied Control Engineering Inc.
- Aspire Defence Holdings
- Asteral Ltd
- Atkins Mantix
- Atos Origin
- Automated Control Technologies LLC
- Automation and Control Concepts
- Automation NTH
- Automation Plus LLC
- Autopro Automation Consultants
- Avid Solutions
- Babcock International Group
- BAE Systems
- Balfour Beatty
- Bard Ltd
- Barry-Wehmiller Design Group
- Bayer Plc
- Benchmark Software Ltd
- Bender UK
- Beoley Mill Software Ltd (BMS)
- BFS Group
- Birse Civils
- Blackbaud Europe Ltd
- Bluelight CRM
- Bracco UK Ltd
- Brave Control Solutions
- BridgeHead Software Ltd
- Bright Pay
- Brighter Law
- Britannica Digital Learning
- Browns Hill Engineering and Controls
- BT Group
- Builder Books Ltd
- Burrow Global LLC
- Business Micro Systems (NI)
- By The People Ltd
- Bytes Technology Group
- Callisto Integration
- Cammell Laird Ship-repairers and Shipbuilders Ltd
- Canon Medical Systems
- Capita Group
- Capita One
- Capita Secure Digital Solutions
- Capital Banking Solutions
- Capium Ltd
- Care Data Systems
- Carestream Health UK Ltd
- Carillion-WSP Joint Venture
- Carlson Wagonlit Travel
- Carval Computing Ltd
- Casco Systems LLC
- Castle Computer Services
- Causeway Technologies
- Central Office of Information
- Century Tech
- Champion Technology Services Inc.
- Chapman Freeborn Air Chartering
- ChurchApp Ltd
- CIS Management Ltd
- Civica UK Ltd
- Clear Books
- CliniSys Solutions
- CliP IT Solutions Ltd
- Cobalt Health
- Codemakers Ltd
- Cogent Industrial Technologies
- Commercial Software Limited
- Compact Software Ltd
- Concept Systems Inc.
- Connect Plus (M25)
- Consilium Technologies Ltd
- Construction Industry Solutions
- Construction Management Software Ltd
- Control and Power Systems Inc.
- Control Associates Inc.
- Costain-Skanska A14 Joint Venture
- Cotmac Electronics Pvt. Ltd
- Coyote Analytics
- Crs Business Systems
- Custom Controls Technology Inc.
- Cyberaid Ltd
- CyberQube Ltd
- Cyberscience Corporation
- Cybertill Ltd
- Cybertrol Engineering
- Dais Software
- Dart Sytems Ltd
- Data Developments
- Datafile Software Ltd
- DC Software
- De Smit Medical Systems Ltd
- Dennis Eagle
- Dennis Group
- Diagnostic Imaging Ltd
- Donorfy Ltd
- DPS Software Ltd
- DTZ Holdings
- DXC Technology
- Dynamysk Automation Ltd
- E Health Innovations
- Easy Convey
- Eclipse Legal Systems
- ECN Automation
- ECS Solutions
- Edesix Ltd
- EDF Energy
- Efficy CRM
- Efile Ready Ltd
- Electronic Drives and Controls Inc.
- Elegate Solutions
- Elekta Ltd
- EMIS Health
- EN Engineering
- Engineering Specialists Inc.
- EPIC Systems Group, LLC
- EPOS Direct
- EPOS Now
- Eproductive Ltd
- Eque2 Ltd
- Ernst and Young
- Esaote UK
- ESCO Automation
- ESE Inc.
- ESH Group
- E-Technologies Group Inc.
- EuroKing Maternity Software Solutions
- Everlight Radiology
- Evolve iMS Ltd
- E-Volve Systems
- Evolved Software Studios Ltd
- Excelerate Technology Ltd
- First Data
- Fisa Group
- Flight Electronics
- Forbes Computer Systems
- Forcare B.V.
- Fori Automation Inc.
- Fujifilm UK Ltd
- Fujitsu Services
- Fund Filer Ltd
- Gabem Management Ltd
- Galliford Try
- GCD Technologies Ltd
- GE Medical Systems Ltd
- General Dynamics
- Genesys Telecommunications
- George T. Hall Co
- Ges Automation Technology
- Giveclarity.org Ltd
- Givt Ltd
- GL Assessment
- GL Education
- Glenmount Global Solutions
- Grantek Systems Integration Inc.
- Greenwich Leisure
- Guartel Technologies Ltd
- Guerbet Laboratories Ltd
- Hargrove Controls + Automation
- Hartigan Software
- HCL Powerobjects
- HCR Group Holdings
- HD Clinical
- Healthcare Software Systems Ltd
- Heckler and Koch
- Hess Corp
- Hirtenberger GER Defence Systems
- Hitachi Medical Systems UK Ltd
- Housing Insight
- Huffman Engineering Inc.
- Hyland Software UK
- IASTECH Automação de Sistemas
- iB Solutions
- ICT Solutions
- IFS UK Ltd
- iKnowHow SA
- Imaging First
- IMS Maxims
- INDEFF group
- Industrial Automation Group
- Industrial Control and Design (ICAD)
- Infinitt UK Ltd
- Infographics UK Ltd
- Information Systems Associates Ltd
- Ingenus Group
- Insight Legal
- Insignia Medical Systems
- Insist Avtomatika LLC
- INTECH Process Automation
- Integrity Integration Resources (I2R)
- Integrity Software Systems Ltd
- Integro Technologies Corp-Machine Vision Integrators
- Intelerad Medical Systems
- Interact Software
- Interhigh Education
- Interserve Site Services
- Interstates Control Systems Inc.
- Intex Software
- Intuitive Systems and Networks
- IRIS Software Group
- iZettle Pro EPOS
- JMP Solutions
- JNC Solutions Ltd
- Jordan Engineering Inc.
- Jordan Industrial Controls Inc.
- Joskos Solutions
- JTI Electrical and Instrumentation LLC
- K Corp Software
- Kalamazoo Security Print Ltd
- Kanteron Systems UK
- Keir Group
- Kier Northern
- KindLink Ltd
- KKC UK
- Kontrolmatik Enerji ve Mühendislik A.S.
- Kudos Software Ltd
- KVISIO Ltd
- Land Securities Trillium
- LCM Group
- Le Grand Annington
- Levett Consultancy
- Lexmark Enterprise Software UK
- Liberty Accounts
- Lifetime Data Solutions (E McMullan Ltd)
- Lifted Loads Ltd
- Linetime Ltd
- Link Medical Ltd
- Linksairwave Solutions
- Lockheed Martin
- Logical Systems Inc.
- Lowdham Grange Prison Services
- Mach7 Technologies
- Malisko Engineering Inc.
- Mallinckrodt UK Commercial Ltd
- Mangan Inc.
- Mapeley Steps
- Marshall of Cambridge
- Matrix FPMS Holdings
- Matrix Technologies Inc.
- Maxima Information Group
- McEnery Automation
- McKesson Technologies UK Ltd
- Med Imaging Ltd
- Medecon Healthcare LTS (previously Apple Technologies)
- Medical Imaging Systems
- MediMatic Srl
- Medrad UK
- Megasol Technologies
- Merac Ltd
- Mercurius IT
- Merge Healthcare
- Merit Software
- Mertek Solutions Inc.
- Microsoft Dynamics
- MIKRO KONTROL
- Mirada Medical
- MIS Emergency Systems
- MLS (Capita)
- Modus Services
- Moneysoft Ltd
- Morgan Sindall
- Morgan Vinci McAlpine Joint Venture
- MRI Software
- My Digital Accounts
- MyPAYE Ltd
- NATO Maintenance and Supply Agency
- Navistar International Corporation
- NCC Automated Systems
- Nervecentre Software
- New Era Education
- Nirvana Retail Solutions Group – NISYST
- Novus Property Solutions
- Omnicom Balfour Beatty
- Onyx Computer Systems
- Optimation Technology Inc.
- Optimise Systems Ltd
- Oracle Corporation
- Orchard Software
- Osprey Approach
- Outbound Technologies Inc.
- Oxford Software
- Oyez Professional Services Ltd
- Parity Medical
- Patti Engineering Inc.
- Paycircle Ltd
- Payroll Bureau (V)
- Payroll Business Solutions
- Payroll Manager (V)
- Payroll Specialist (V)
- PayRun.io Ltd
- Peacock Engineering
- Pegasus Software Ltd
- Pendant Automation
- Perfect Portal
- Philips Healthcare
- Phoenix Dosimetry Ltd
- Phoenix Software
- PLH Medical Ltd
- Premier Automation
- Premier Communications Electronics
- PREMIER System Integrators Inc.
- Primary Systems Inc.
- Prime Controls LP
- Prism Systems Inc.
- Profile Software
- ProspectSoft Ltd
- Purcell Radio Systems
- Purple Foodservice Solutions
- PXtech Ltd
- Qtac Solutions Ltd
- Quality Management Software Ltd
- Quantum Design Inc.
- Quantum Solutions Inc.
- R and L Engineering Inc.
- Raise Your Profile
- RaySearch Laboratories
- Raytheon Systems
- Receiver General for Canada
- Redbrick Solutions UK Ltd
- Redsky IT
- Reed Specialist Recruitment
- Reliance High-Tech
- Renaissance Learning
- Revere Control Systems Inc.
- RMPA Holdings
- Road Management Services
- Rolls-Royce Group
- Royal Dutch Shell
- Royal Mail Holdings
- SAA Consultants Ltd
- Sage (UK) Ltd
- SAGE Automation
- SAM Learning
- SAP AG
- Sapphire Construction Software Ltd
- Saturn Corporation (UK) Ltd
- School ICT Services Ltd
- Scottish and Southern Energy
- Sectra Ltd
- Seddon Group
- Select Legal Systems Limited
- Serco Group
- Shaw Trust
- Shireland Learning
- Sicon Ltd
- Siemens Healthcare
- Skanska UK
- SofterWare, Inc.
- Soliton IT
- Sopra Banking Software
- Sopra Steria
- Spacelabs Healthcare
- Specialized Application Workshop and Software Mill LLC
- Staffology Payroll
- Star Computers Ltd
- Stone Technologies Inc.
- Summit 2000
- Sunquest Information Systems
- Superior Controls Inc.
- Supreme Group
- SynApps Solutions
- System C Healthcare
- Systematic Marketing Ltd
- TAI Engineering
- Tamaki Control Ltd.
- TAS Software
- TASER International
- Technical Systems Inc.
- Technology One
- Telereal Trillium
- Temenos Group AG
- Tengo Software
- TeraRecon GMBH
- Tesco Controls Inc.
- The Boeing Company
- The Donation App Ltd
- The EPOS Company
- The Grounds Care Group
- The JDI Group
- Thermo Systems
- Timeslice Limited
- TLO Ltd
- TM Group
- Trace Solutions
- Trimble Inc
- TT Education
- Turner & Co. (Glasgow)
- Twin FM
- Ty-com Business Systems Ltd
- Ultra Electronics Holdings
- Ultralinq Healthcare Solutions Ltd
- Varian Medical Systems UK Ltd
- Verathon Medival UK Ltd
- Vinci Facilities
- Vinci McAlpine Joint Venture Working
- Visbion Ltd
- Vital Images
- VT Group
- Watchguard Video
- Wates Group
- Wave 9 Managed Services
- Wealden Computing Services Ltd
- Wes-Tech Automation Solutions
- Westwood Forster
- Whiz Solutions Ltd
- Willmott Dixon
- Wolverson X-Ray Ltd
- Working Links (In Administration)
- WSP Global
- Wunderlich-Malec Engineering
- Xenium Solutions Ltd
- Xero (UK) Ltd
- Xograph Healthcare Ltd
- Xperience Group
- Zeel Solutions
- Zeraxis Ltd
Specialist Programme and Project Management for complex relationships is only one element of the BPG ‘Optimise’ method
Evidenced by over 500 complex relationships, the ‘Optimise’ method can be implemented quickly to improve service innovation and drive down BAU costs.
Share Great Practice
Experience of over 500 complex supplier relationships, means we can share great practice with you that really works.
Drive maximum value
Project & Programme Management for Complex Supplier Relationships helps support the 10 characteristics that drive maximum value in complex supplier relationships.
A brilliant project outcome
This is part of the ‘Optimise’ process; a proven method assuring a brilliant project outcome and an excellent supplier relationship.
5 steps to a great new relationship
See the 5 steps to making sure new complex supplier relationships work really well.
Clients that we support
Most of our clients are already highly experienced in complex supplier relationships. Click here to see how we help them take these relationships to the next level.