Advisory and Review Services
With the present emphasis on improving financial performance and ICT's contribution to a company's results, the Advisory and Review Services concentrate on the following areas:
ICT strategy and planning
ICT management and organisation
Organisation of project/programme management
Emerging technology developments
ICT cost control and management
These services are limited to a total of six consultancy days per year. If you wish to request one of these services, please use the Contact Form
=======================================================================
A Quickscan
is a rapid review by a senior consultant who is experienced at diagnosing known or suspected problems. The objective is to highlight rapidly the major issues and to recommend a solution. Recommendations are presented orally followed up with a brief one to two page concise written summary.TO TOP
=======================================================================
A Sounding Board
is used where the active input of the OTR-Group consultant is sought in the decision-making or planning process. OTR-Group's consultant takes part in an active discussion with the member's decision-maker(s) to inject OTR-Group's views. The result is a better informed decision or plan. TO TOP
=======================================================================
A Second Opinion
is offered as a validity check on a current or proposed position or plan. The result will be a confirmation or warning about the likely results of the proposed actions or directions. The opinion is presented orally followed by a brief written summary. TO TOP
=======================================================================
An ICT Budget Review
is offered to review your ICT expenditures, with the objective of ensuring their cost effectiveness and ability to deliver tangible value to the business.
OTR-Group's consultant will provide feedback and guidance to the financial or ICT director of your company by a short, personal and candid one-on-one review. Through this dialogue, an understanding of improved value delivery will be developed alongside potential cost-savings and the means of delivering them.
The review is based upon an independent questioning of the work and service assumptions of the ICT function. This is achieved on a personal basis and therefore avoids the attendant politics of a major external review. At the end of the review a concluding report will be provided, identifying the rationale for change, detailing the associated operational and financial risks.
The potential for improved value delivery and cost savings for the whole company will be included. It is intended that, by the end of the review, the contribution of ICT to the business and the associated costs will be quantified. This background is vital for any cost-optimisation exercise. The review and report will be confidential to the commissioning director and will consist of: an initial telephone conversation to scope the task an off-site review of strategy and costs a meeting with OTR-Group's consultant at the company's premises a positioning analysis of the ICT function's contribution to the business a list of potential savings and a brief description of the means of achieving these a telephone discussion to provide further clarification The entire review can take as little as 3 to 4 days spread over some 2 weeks. TO TOP
=======================================================================
A Network Audit and Assessment
is offered to review your network, with the objective of ensuring that: costs can be compared to what they should be, the technology employed is in keeping with current practice and conforms to known trends, the organisational model in place is fit for purpose.
The review is based upon a rapid, independent review of three key network infrastructure areas. This is provided on a personal and informal basis in order to avoid the likely, internal politics of a major external review. At the end of the process a brief report will be provided that identifies the potential for improved value. The work is undertaken by an OTR-Group consultant, who has 20 years of experience in writing, and responding to voice and data network tenders, from both the client and vendor side. He has direct experience of most of the large data carriers, such as Equant, Infonet, MCI Worldcom, IGN, Sprint, BT, C&W, etc.
The review and brief report will be confidential to the commissioning director and will consist of: a telephone discussion to determine what data can be provided followed by a request for information such as location of offices, current connection methods to each, current costings and the nature of the data being transferred, a meeting with OTR-Group's consultant at the company's premises, an off-site analysis to: compare actual spend for WANs against what would normally be achieved at market prices for similar organisations, identify what relevant technology improvements are available now or likely to appear within a useable timescale for WANs and LANs, comment on the existing organisational model being applied to network management, a brief summary of findings and the potential savings identified, a "walk-through" by telephone to answer any questions and to provide further clarification. The complete review will take approximately 6 days spread over some 6 weeks. TO TOP
=======================================================================
Project or Programme Post Implementation
or Post Investment Review Many organisations have a major concern that technology-based programmes and projects fail to deliver their promised benefits or expected return on investment. This lack of delivery, sometimes intentionally covered up, can range from a failure to deliver some of the expected functionality or improvements in time and on budget to a total failure to deliver what was promised in the original investment proposal.
By conducting an independent post implementation or post investment review (PIR), organisations can ensure that any shortcomings are identified or find out why the expected benefits have not been realised. In short, the objective is to ensure that mistakes are not repeated, that future investment proposals are more robust and any predicted benefits are realistic. PIRs are conducted by OTR-Group, an external agency that is remote from any company politics or preconceptions. The OTR-Group PIR is neither a "witch-hunt" nor an approval exercise. It is an objective assessment of what went right and what went wrong as discovered from in-depth interviews and investigation. Although some checklists are used, the "experience and acquired wisdom" of a senior and practised manager is applied to the particular project in question. This way a rapid but realistic assessment of a situation is possible with the minimum of disturbance to the people involved.
A Post Implementation Review is normally undertaken soon after a project has been completed (or stopped). However, a Post Investment Review is usually not done until at least 6 months after the project has been completed. This is because projected benefits from any investment can take some time before they come on stream or can be measured. OTR-Group makes a point of not using a PIR as a stepping stone to a subsequent proposal to "right all the wrongs". The work is undertaken by an OTR-Group consultant, who is a specialist in PIRs and who has the relevant business and ICT experience, having "been there" - as opposed to theorising about the issues involved.
The exercise is confidential to the commissioning director and consists of: a structured telephone conversation to scope the task and agree the nature of the PIR, 1 to 2 days on-site for fact-finding, interviewing key individuals, learning the background and original premise for the project and determining what has happened since the project was completed (or stopped), a concise and impartial report containing the key findings and brief recommendations, a follow-up on-site meeting to provide any required feedback or to discuss any issues arising from the PIR. PIR exercises should not be long drawn-out affairs but short sharp assessments. The findings need to be known and acted on whilst the project is still fresh in everyone's mind. The typical effort involved is 6-8 days over an elapsed time of some 4 weeks. As a PIR is heavily dependent on interviews, the timescales are influenced by the availability of interviewees. TO TOP
=======================================================================
Virtual Teams
and Mobile/Flexible Organisations' Performance Review. Business is becoming much more global and "24x7" than in the past, with Information and Communications Technology allowing people located anywhere to work together as a "Virtual Team", i.e. team members chosen for their skills rather than where they are located. But for virtual teams and mobile/flexible organisations to be successful, companies must realise that the team dynamics of this new way of working are totally different. The attitudes and management style associated with traditional location-based teams are also no longer appropriate and will require new working practices.
Understanding the use of important communication tools and behaviours is the key to exploiting virtual teams and mobile/flexible organisations - especially when working across countries and their business cultures. Drivers for businesses to go for virtual teams and mobile/flexible organisations are: cost reductions by freeing-up expensive office real estate, productivity gains by breaking down time zone barrier restrictions and exploiting a 24x7 environment, ability to convene and disband teams according to market or business demands, staff goodwill by responding to an increasing demand for flexibility (i.e. give employees the chance to improve their "work/life balance"), opportunity to maximise the existing talent and resources pool (i.e. no geographic restrictions), providing a more attractive and flexible employment package and working environment to young/bright recruits (i.e. "work for us but live where you like"), enabling companies to operate in global markets without needing a national organisation in every country they market to.
OTR-Group provides personal coaching to directors and senior managers on how to set-up, lead and support successful virtual teams and mobile/flexible organisations or improve currently failing or poor performing virtual teams. With this, you get infinitely more value for your money than from attending a general seminar. You receive feedback and recommended next actions based on the real situation found in your organisation. The objective is to review the current (or planned) performance of virtual teams and a mobile/flexible organisation's way of working and to compare them to the best practices of high-performing virtual teams and mobile/flexible organisations.
A gap analysis will highlight any needed corrective action and what can be done to boost your organisation's performance. The work is undertaken by an OTR-Group consultant, who is a specialist in this area and who has led both global and pan-European virtual teams and mobile/flexible organisations. The personal coaching will be confidential to the commissioning director and will consist of: a structured telephone conversation to review the virtual team(s) and organisation(s) to be covered, as well as the information required for the initial review, a one day on-the-spot review with OTR-Group's consultant concerning the current teams' and organisations' structures, ways of working, team/organisational goals, communications, and operational issues, a tailored report containing an analysis of the current virtual teams' or organisations' ways of working versus best practices, and identifying specific actions that will improve the teams/organisations' performance, a half day introductory workshop (for planned teams) or a half day follow-up review with our consultant at your company's premises to provide feedback, answer any questions that will have arisen and to discuss the next actions to implement them. The entire coaching and follow-up review can take as little as 4-5 days spread over some 2-3 weeks. TO TOP
=======================================================================
An Internal Presentation or Workshop
If a particular subject is of special relevance to a Group Member, OTR-Group will organise an internal presentation or customised workshop. This enables a more detailed discussion and examination of the issue as it relates to a particular Group Member. In most cases it consists of a presentation from OTR-Group on a report topic or current trends, research and techniques, followed typically by a group discussion and action planning. TO TOP
=======================================================================
=======================================================================
A Quickscan
is a rapid review by a senior consultant who is experienced at diagnosing known or suspected problems. The objective is to highlight rapidly the major issues and to recommend a solution. Recommendations are presented orally followed up with a brief one to two page concise written summary.TO TOP
=======================================================================
A Sounding Board
is used where the active input of the OTR-Group consultant is sought in the decision-making or planning process. OTR-Group's consultant takes part in an active discussion with the member's decision-maker(s) to inject OTR-Group's views. The result is a better informed decision or plan. TO TOP
=======================================================================
A Second Opinion
is offered as a validity check on a current or proposed position or plan. The result will be a confirmation or warning about the likely results of the proposed actions or directions. The opinion is presented orally followed by a brief written summary. TO TOP
=======================================================================
An ICT Budget Review
is offered to review your ICT expenditures, with the objective of ensuring their cost effectiveness and ability to deliver tangible value to the business.
OTR-Group's consultant will provide feedback and guidance to the financial or ICT director of your company by a short, personal and candid one-on-one review. Through this dialogue, an understanding of improved value delivery will be developed alongside potential cost-savings and the means of delivering them.
The review is based upon an independent questioning of the work and service assumptions of the ICT function. This is achieved on a personal basis and therefore avoids the attendant politics of a major external review. At the end of the review a concluding report will be provided, identifying the rationale for change, detailing the associated operational and financial risks.
The potential for improved value delivery and cost savings for the whole company will be included. It is intended that, by the end of the review, the contribution of ICT to the business and the associated costs will be quantified. This background is vital for any cost-optimisation exercise. The review and report will be confidential to the commissioning director and will consist of: an initial telephone conversation to scope the task an off-site review of strategy and costs a meeting with OTR-Group's consultant at the company's premises a positioning analysis of the ICT function's contribution to the business a list of potential savings and a brief description of the means of achieving these a telephone discussion to provide further clarification The entire review can take as little as 3 to 4 days spread over some 2 weeks. TO TOP
=======================================================================
A Network Audit and Assessment
is offered to review your network, with the objective of ensuring that: costs can be compared to what they should be, the technology employed is in keeping with current practice and conforms to known trends, the organisational model in place is fit for purpose.
The review is based upon a rapid, independent review of three key network infrastructure areas. This is provided on a personal and informal basis in order to avoid the likely, internal politics of a major external review. At the end of the process a brief report will be provided that identifies the potential for improved value. The work is undertaken by an OTR-Group consultant, who has 20 years of experience in writing, and responding to voice and data network tenders, from both the client and vendor side. He has direct experience of most of the large data carriers, such as Equant, Infonet, MCI Worldcom, IGN, Sprint, BT, C&W, etc.
The review and brief report will be confidential to the commissioning director and will consist of: a telephone discussion to determine what data can be provided followed by a request for information such as location of offices, current connection methods to each, current costings and the nature of the data being transferred, a meeting with OTR-Group's consultant at the company's premises, an off-site analysis to: compare actual spend for WANs against what would normally be achieved at market prices for similar organisations, identify what relevant technology improvements are available now or likely to appear within a useable timescale for WANs and LANs, comment on the existing organisational model being applied to network management, a brief summary of findings and the potential savings identified, a "walk-through" by telephone to answer any questions and to provide further clarification. The complete review will take approximately 6 days spread over some 6 weeks. TO TOP
=======================================================================
Project or Programme Post Implementation
or Post Investment Review Many organisations have a major concern that technology-based programmes and projects fail to deliver their promised benefits or expected return on investment. This lack of delivery, sometimes intentionally covered up, can range from a failure to deliver some of the expected functionality or improvements in time and on budget to a total failure to deliver what was promised in the original investment proposal.
By conducting an independent post implementation or post investment review (PIR), organisations can ensure that any shortcomings are identified or find out why the expected benefits have not been realised. In short, the objective is to ensure that mistakes are not repeated, that future investment proposals are more robust and any predicted benefits are realistic. PIRs are conducted by OTR-Group, an external agency that is remote from any company politics or preconceptions. The OTR-Group PIR is neither a "witch-hunt" nor an approval exercise. It is an objective assessment of what went right and what went wrong as discovered from in-depth interviews and investigation. Although some checklists are used, the "experience and acquired wisdom" of a senior and practised manager is applied to the particular project in question. This way a rapid but realistic assessment of a situation is possible with the minimum of disturbance to the people involved.
A Post Implementation Review is normally undertaken soon after a project has been completed (or stopped). However, a Post Investment Review is usually not done until at least 6 months after the project has been completed. This is because projected benefits from any investment can take some time before they come on stream or can be measured. OTR-Group makes a point of not using a PIR as a stepping stone to a subsequent proposal to "right all the wrongs". The work is undertaken by an OTR-Group consultant, who is a specialist in PIRs and who has the relevant business and ICT experience, having "been there" - as opposed to theorising about the issues involved.
The exercise is confidential to the commissioning director and consists of: a structured telephone conversation to scope the task and agree the nature of the PIR, 1 to 2 days on-site for fact-finding, interviewing key individuals, learning the background and original premise for the project and determining what has happened since the project was completed (or stopped), a concise and impartial report containing the key findings and brief recommendations, a follow-up on-site meeting to provide any required feedback or to discuss any issues arising from the PIR. PIR exercises should not be long drawn-out affairs but short sharp assessments. The findings need to be known and acted on whilst the project is still fresh in everyone's mind. The typical effort involved is 6-8 days over an elapsed time of some 4 weeks. As a PIR is heavily dependent on interviews, the timescales are influenced by the availability of interviewees. TO TOP
=======================================================================
Virtual Teams
and Mobile/Flexible Organisations' Performance Review. Business is becoming much more global and "24x7" than in the past, with Information and Communications Technology allowing people located anywhere to work together as a "Virtual Team", i.e. team members chosen for their skills rather than where they are located. But for virtual teams and mobile/flexible organisations to be successful, companies must realise that the team dynamics of this new way of working are totally different. The attitudes and management style associated with traditional location-based teams are also no longer appropriate and will require new working practices.
Understanding the use of important communication tools and behaviours is the key to exploiting virtual teams and mobile/flexible organisations - especially when working across countries and their business cultures. Drivers for businesses to go for virtual teams and mobile/flexible organisations are: cost reductions by freeing-up expensive office real estate, productivity gains by breaking down time zone barrier restrictions and exploiting a 24x7 environment, ability to convene and disband teams according to market or business demands, staff goodwill by responding to an increasing demand for flexibility (i.e. give employees the chance to improve their "work/life balance"), opportunity to maximise the existing talent and resources pool (i.e. no geographic restrictions), providing a more attractive and flexible employment package and working environment to young/bright recruits (i.e. "work for us but live where you like"), enabling companies to operate in global markets without needing a national organisation in every country they market to.
OTR-Group provides personal coaching to directors and senior managers on how to set-up, lead and support successful virtual teams and mobile/flexible organisations or improve currently failing or poor performing virtual teams. With this, you get infinitely more value for your money than from attending a general seminar. You receive feedback and recommended next actions based on the real situation found in your organisation. The objective is to review the current (or planned) performance of virtual teams and a mobile/flexible organisation's way of working and to compare them to the best practices of high-performing virtual teams and mobile/flexible organisations.
A gap analysis will highlight any needed corrective action and what can be done to boost your organisation's performance. The work is undertaken by an OTR-Group consultant, who is a specialist in this area and who has led both global and pan-European virtual teams and mobile/flexible organisations. The personal coaching will be confidential to the commissioning director and will consist of: a structured telephone conversation to review the virtual team(s) and organisation(s) to be covered, as well as the information required for the initial review, a one day on-the-spot review with OTR-Group's consultant concerning the current teams' and organisations' structures, ways of working, team/organisational goals, communications, and operational issues, a tailored report containing an analysis of the current virtual teams' or organisations' ways of working versus best practices, and identifying specific actions that will improve the teams/organisations' performance, a half day introductory workshop (for planned teams) or a half day follow-up review with our consultant at your company's premises to provide feedback, answer any questions that will have arisen and to discuss the next actions to implement them. The entire coaching and follow-up review can take as little as 4-5 days spread over some 2-3 weeks. TO TOP
=======================================================================
An Internal Presentation or Workshop
If a particular subject is of special relevance to a Group Member, OTR-Group will organise an internal presentation or customised workshop. This enables a more detailed discussion and examination of the issue as it relates to a particular Group Member. In most cases it consists of a presentation from OTR-Group on a report topic or current trends, research and techniques, followed typically by a group discussion and action planning. TO TOP
=======================================================================
These services are targetted at providing fast, specific, objective responses. They are intended to support strategic planning and implementation. The consultants provided will be very experienced individuals who specialise in the discipline requested.
The Advisory and Review Services will be delivered in one of the following formats:
The Advisory and Review Services will be delivered in one of the following formats:
With the emphasis on improving financial performance and ICT's contribution to a company's results, the Advisory and Review Services concentrate on the following:
- ICT strategy, planning, cost control, management and organisation
- Organisation of project/programme management
- Emerging technology developments
These services are limited to a total of six days per year. To request these services, please use the Contact Form .
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