We establish a fact-based view of the company and define the future state. For renewal clients, this diagnostic and design phase may already be complete, so the main engagement begins with Phase 2.
Phase 1 establishes a fact-based view of the company and defines the future state.
Confirm how strategy, governance, organization, project delivery, processes, data and technology work today.
Separate immediate improvements from the structural changes that require coordinated delivery.
Define how the enterprise should make decisions, govern work, deliver projects and measure performance.
Clarify future roles, decision rights, ownership, interfaces and leadership capacity.
Connect future processes, information, systems, integrations and controls in one coherent design.
Install sponsorship, decision gates, delivery cadence, issue escalation and the office that coordinates the program.
Recruit or onboard the CTO and build the cross-functional team that will eventually own the system.
Turn the target state into a sequenced roadmap, prioritize Quick Wins and start delivery without losing sight of dependencies.
Redesign priority processes, implement role and organization changes, and test the new operating routines on real work.
Select and implement justified technology, improve data and reporting, and coordinate vendors against the approved architecture.
Manage adoption, measure benefits and transfer increasing responsibility to the CTO and internal transformation team.
The CTO assumes transformation ownership while Boris & Associates becomes the strategic advisor. Continuous improvement, benefits realization and periodic assurance keep the system effective as the business changes.
Define which business units, projects, functions, partners and systems are inside the change before selecting a solution.
Trace how decisions and information move across estimating, project delivery, field operations, finance, procurement, HCM and technology.
Use operating measures and team feedback to detect adoption problems, unintended consequences and emerging constraints.
Prioritize changes that improve several connected outcomes and avoid optimizing one department at the expense of the enterprise.
Define which business units, projects, functions, partners and systems are inside the change before selecting a solution.
Trace how decisions and information move across estimating, project delivery, field operations, finance, procurement, HCM and technology.
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One executive sponsor who can resolve priorities and cross-department decisions
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Process owners and working team members who know the real work
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Access to representative project records, reports, systems and meetings
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Timely decisions at each gate
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Next: choose the audience page that matches your company.
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Client leaders provide context, authority, access and timely decisions.
Why act before the next rollout
When unclear ownership, duplicate entry and inconsistent controls spread into more projects, every later system or process change must untangle more exceptions. The immediate decision is not to buy software. It is to identify the constraint that is making growth harder to control.
How success will be judged
Agree the measures before implementation: decision speed, forecast reliability, re-entry and reconciliation, current-document visibility, approval flow, user adoption and repeatability across projects. Targets are set with each client; this site makes no generic performance promise.
NEXT-STEP
Some companies need clarity before making a major investment. Others already know what must change but need the governance, internal capacity and implementation support to carry it through. The engagement should match your current level of readiness - not force the company into a predefined program.
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