Core service
Technology project management
Steering technology projects from scope definition through closing criteria, with vendor oversight and reporting leadership can act on. It applies to new projects and to projects already under way that show delays, problems or deviations.
When to engage it
Both at the start of a project and when one already under way stops progressing as planned.
- A significant technology project is about to start and no one inside the company can steer it with enough dedication.
- Progress reported by vendors does not match what is observed in the operation.
- The project is accumulating delays, cost overruns or scope changes with no clear record of why.
- Several vendors are involved and responsibilities between them are not delimited.
- Leadership does not receive enough information to decide whether to continue, rethink or stop.
- The project has no defined closing criteria and tends to drag on indefinitely.
What it covers
Steering covers the full project cycle. On projects with deviations, the work begins by assessing the actual situation before proposing any correction.
Definition and planning
- Definition and delimitation of scope
- Work plan, sequence and dependencies
- Acceptance and closing criteria
- Initial identification of risks and assumptions
Coordination and oversight
- Coordination between internal areas and vendors
- Oversight of compliance with what was contracted
- Control of scope changes and their effect on cost and schedule
- Follow-up on commitments and open items
Risk and reporting
- Risk management and response plans
- Timely escalation of whatever requires a decision
- Executive reports for leadership
- Documented closing and handover to operations
What you receive
Work plan
The delimited scope, the sequence of activities, dependencies, owners and acceptance criteria.
Progress and risk tracking
The current record of what was committed against what has been delivered, with open risks and response actions.
Executive reports
The project’s status expressed as pending decisions, effect on cost and schedule, and the options available to leadership.
Closing criteria
The verifiable conditions under which the project is considered complete and handed over to operations.
Deliverables and their frequency are defined in the agreed scope. On projects with deviations, the initial assessment of the situation is the first deliverable and shapes the rest.
How Bekta works with your team and your vendors
Bekta steers and oversees the project; it does not replace the teams executing it or take over their technical work.
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Bekta
Defines and maintains the plan, coordinates workstreams, oversees vendor compliance, manages risk and reports to leadership.
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Internal teams
Contribute business knowledge, validate deliverables and carry out the activities that fall to them.
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Vendors
Execute the contracted technical work and answer for their deliverables and deadlines.
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Executive leadership
Approves scope, budget and material changes, and decides on whatever is escalated.
Recovering a derailed project begins by assessing its actual situation. Bekta does not guarantee rescues, dates or results that depend on third-party performance; it does document precisely where the project stands and what options exist.
Frequently asked questions
Can you take over a project that has been in trouble for months?
Yes, and the work starts by assessing the actual situation: what was contracted, what was delivered, what is pending and what risks remain open. Options are then presented to leadership on that basis. No dates or results are committed before that assessment.
Does Bekta develop or configure the project’s systems?
No. Technical execution is carried out by internal teams and vendors. Bekta steers the project, oversees compliance and reports to leadership.
How do you oversee a vendor without creating conflict?
Oversight rests on what was contracted: scope, deliverables, acceptance criteria and deadlines. Keeping the conversation on verifiable facts tends to settle the relationship rather than strain it.
How often does leadership receive reports?
Frequency is agreed when the scope is defined and adjusted to how critical the project is. Beyond the periodic report, anything requiring a decision is escalated immediately.
What if the recommendation is to stop the project?
It is presented as one of the options, with its supporting evidence and its consequences. The decision belongs to leadership.
Does it work if the project already has an internal owner?
Yes. In that case the engagement is defined as support to that person: method, tracking, vendor oversight and reporting, without duplicating the steering role.
Do you have a project to start, or one that went off track?
Describe the project and where it stands. We propose a meeting to review the situation and frame the scope of the engagement.
A meeting is proposed after the first contact, once the context is understood.