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
Architecting your solution
Taking important lead roles on challenging, critical programmes and projects
Ensuring IT is fit for purpose

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

  • 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
  • Confirm and validate requirements
  • Develop initial designs
  • Analyse and evaluate
  • Prototype
  • Develop stakeholder sponsorship and set up governance
  • Confirm deliverables, roles and responsibilities
  • Mobilise and recruit team
  • Develop plan and budget
  • Monitor and manage
  • Assess the current situation (organisation, processes and technology)
  • Compare against best practice
  • Develop options and refine
  • Present recommendations
  • 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 committed and aligned are the stakeholders?

How are we going to get there?

Do we understand what we are going to change?

Do we have the capability?

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

  • 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?
  • 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?
  • 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?
  • 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?
  • 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?
  • 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?