Why Boris & Associates exists
Too many change programs separate the operating problem from the technology project. We connect organization, process, information, systems and people, and we stay through implementation.
Our job is to make the change understandable to executives, workable for project teams and supportable by IT.
Our team comes from construction operations and the software environments clients rely on, so we understand the work before proposing the solution.
Technology is useful when it supports clearer decisions, repeatable work and adoption. It should not become a separate initiative.
We remain involved while roles, workflows, information, systems and measures move into daily use.
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Compare how executives, project teams and support functions describe the same work.
Trace where decisions and handoffs break down between departments.
Identify the constraints shared by operations, finance, the PMO and IT.
Test technology priorities against the company’s operating needs.
Name the owner of each critical process and information set.
Agree who prepares, reviews and approves project and contractual information.
Make decision rights and escalation paths explicit.
Give SharePoint, Teams and project platforms a clear role in the workflow.
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Test the proposed workflow with the people who perform it.
Include operations, project teams, finance and IT in design decisions.
Check process and information requirements before configuring technology.
Use feedback from real work to refine the solution before wider rollout.
Support the first cycles, measure use and transfer ownership instead of stopping at launch.
Our work begins with an honest discussion about how the company currently operates, where leadership is struggling to maintain control and what has already been attempted. If the situation fits our expertise, we will explain how we would approach it and who would be involved.