We deliver complex, business-critical IT transformation projects, moving seamlessly from strategy through to operations.

Our core services

How IT can support your business goals
  • Identify and prioritise the business drivers and scenarios
  • Develop high level ideas to address the drivers
  • Appraise the options and select the best way forward
  • Develop the roadmap, business case and plans for the chosen option
Architecting your solution
  • Confirm and validate requirements
  • Develop initial designs
  • Analyse and evaluate
  • Prototype
Taking important lead roles on challenging, critical programmes and projects
  • Develop stakeholder sponsorship and set up governance
  • Confirm deliverables, roles and responsibilities
  • Mobilise and recruit team
  • Develop plan and budget
  • Monitor and manage
Ensuring IT is fit for purpose
  • Assess the current situation (organisation, processes and technology)
  • Compare against best practice
  • Develop options and refine
  • Present recommendations

DMW can cover all aspects of your IT lifecycle, from developing your strategy through to point reviews of services or programmes. At every stage we help you develop applications, build the appropriate infrastructure and optimise your operations.

Click on a stage to find out more

Our core services

Strategy

How IT can support your business goals
  • Identify and prioritise the business drivers and scenarios
  • Develop high level ideas to address the drivers
  • Appraise the options and select the best way forward
  • Develop the roadmap, business case and plans for the chosen option

Design

Architecting your solution
  • Confirm and validate requirements
  • Develop initial designs
  • Analyse and evaluate
  • Prototype

Deliver

Taking important lead roles on challenging, critical programmes and projects
  • Develop stakeholder sponsorship and set up governance
  • Confirm deliverables, roles and responsibilities
  • Mobilise and recruit team
  • Develop plan and budget
  • Monitor and manage

Review

Ensuring IT is fit for purpose
  • Assess the current situation (organisation, processes and technology)
  • Compare against best practice
  • Develop options and refine
  • Present recommendations

The DMW approach

Where are we going and why are we doing this?
  • How compelling is the business case?
  • Is there a suitable level of contingency balancing the level of risk?
  • What does the end game look like?
  • Is there a clear objective?
  • Are the requirements understood?
How committed and aligned are the stakeholders?
  • Is the business sponsor formally identified and closely involved?
  • Are the key stakeholders aligned and engaged?
  • Is there an appropriate level of approved budget?
  • Does the programme have an suitable governance structure?
  • Is the sponsor regularly communicating the aims and the achievements of the project to the business in an effective manner?
How are we going to get there?
  • What makes us think we can do this? Has it been done successfully before?
  • Is there an incremental approach to delivery?
  • Is the plan and the solution achievable? What evidence supports this view?
  • Are the critical dependencies understood? How risky are they and what can be done to reduce this risk?
  • What measures are in place to control the delivery process?
  • Has the business change been considered as much as the technical change?
Do we understand what we are going to change?
  • Has the solution taken into consideration people, process and tools
  • Has the design been implemented before?
  • How will we run the solution after it has been delivered?
  • Is the design scalable?
  • How complex is the solution?
  • Is there sufficient capacity to support the change?
People
Do we have the capability?
  • How experienced is the delivery team leadership?
  • Does the leadership team have the critical emotional intelligence skills?
  • Are the best people from the business embedded in the project?
  • Is the delivery team appropriately skilled and sized?
  • Is the delivery team motivated and appropriately incentivised?
  • Is there explicit trust between the executive and delivery team leaders?

Our depth of experience over the last 25 years, of running programmes both large and small, has taught us what makes them successful. Our approach is simple and clear, ensuring the vital elements are in place to give your programme the greatest chance of success.

Click on a stage to find out more

The DMW approach

Vision

Where are we going and why are we doing this?
  • How compelling is the business case?
  • Is there a suitable level of contingency balancing the level of risk?
  • What does the end game look like?
  • Is there a clear objective?
  • Are the requirements understood?

Sponsorship

How committed and aligned are the stakeholders?
  • Is the business sponsor formally identified and closely involved?
  • Are the key stakeholders aligned and engaged?
  • Is there an appropriate level of approved budget?
  • Does the programme have an suitable governance structure?
  • Is the sponsor regularly communicating the aims and the achievements of the project to the business in an effective manner?

Approach

How are we going to get there?
  • What makes us think we can do this? Has it been done successfully before?
  • Is there an incremental approach to delivery?
  • Is the plan and the solution achievable? What evidence supports this view?
  • Are the critical dependencies understood? How risky are they and what can be done to reduce this risk?
  • What measures are in place to control the delivery process?
  • Has the business change been considered as much as the technical change?

Solution

Do we understand what we are going to change?
  • Has the solution taken into consideration people, process and tools
  • Has the design been implemented before?
  • How will we run the solution after it has been delivered?
  • Is the design scalable?
  • How complex is the solution?
  • Is there sufficient capacity to support the change?

People

Do we have the capability?
  • How experienced is the delivery team leadership?
  • Does the leadership team have the critical emotional intelligence skills?
  • Are the best people from the business embedded in the project?
  • Is the delivery team appropriately skilled and sized?
  • Is the delivery team motivated and appropriately incentivised?
  • Is there explicit trust between the executive and delivery team leaders?