Runaway Project Recovery Corporate Recovery

Genesys has a proven track record in recovering complex IT, business development and operational projects. From the recovery of enterprise-wide information systems for a national franchise retail chain to rebuilding the complete information systems for the world's largest singly held oil company in the world, Genesys has a reputation for achieving what can appear to be impossible project goals in accelerated time frames and under trying conditions.


Common Project Recovery Types


Slow moving, stalled or failed corporate projects take many types. Genesys has significant experience with the following project types.

Implementation, customization or integration of Accounting, ERP (Enterprise Resource Planning), CRM (Customer Relationship Management) or other enterprise information systems.
Software development projects which are over budget, exceeding time frame, failing to show progress and/or are in questionable success.
Regenerating stalled, inaccurate or failed sales forecasting, sales closure, customer acquisition or planned revenue achievements.
Stopping or reducing customer churn, increased customer turnover, high customer maintenance costs and decreasing customer share.
Slow moving or failed integration of a newly merged or acquired entity.
Difficult or failed change management initiative, generally in conjunction with new business process, organizational strategy or fundamental shift in business operations.
Reviewing or re-launching unsuccessful Go To Market (GTM) initiatives. Facilitate stalled target market penetration, vertical market acquisition or direct and indirect distribution channels.
Disaster recovery or recovery from business interruption or a change in business continuity. Recovery of lost IP (Intellectual Property) or security breach.
Facilitation, recovery or re-launch of a product roll-out or campaign which had idled, not achieved results, lost momentum or otherwise failed to deliver.

Change, review or re-implementation of core technology foundation. Replace or supplement prior technology adoption or implementation.

A project is a one time job that has defined starting and ending dates, a clearly specified objective, or scope of work to be performed, a pre-defined budget, and usually a temporary organization that is dismantled once the project is completed.

The role of Aplicor Project Managers varies greatly depending upon the objectives, constraints and timeframe of each implementation. Responsibilities often include:

  • Directing the project toward business goals (focused on obtaining business benefits, not focused on tasks)
  • Issue resolution; Interprets issues and recommends resolution
  • Monitors and communicates project performance
  • Facilitator of people and evaluator of processes
  • Providing QA and control over the project
  • Monitoring the status of the project in relation to the project plan
  • Communications to stakeholders (vested parties, executive management and user communities)

Shouldering project recovery responsibilities isn't for the average Joe or the fainthearted. It requires people who have a relentless, or one might say obsessive-compulsive, attention to detail and pursuit of definitive goals. They must demonstrate leadership, articulate vision and also be thick-skinned individuals, willing to withstand verbal barbs, and possibly some old-fashioned assault from people tired of being prompted for their part of the project.

 Alarming Trends & Repeated Mistakes
A Standish Group survey of 8,000 software projects found that the average project exceeded its planned budget by 90 percent and its schedule by 120 percent. Several industry studies have reported that fewer than half of software projects finish within their allotted schedules and budgets. About 25 percent of software projects will be cancelled because they are late, over budget, have unacceptably low quality, or experience some combination of these problems.

The disturbing news is that the technology industry has among the highest project failure rates among all industries. The good news is that there is sufficient industry history regarding the number and frequency of failed projects that we can learn from the mistakes of others, recognize recurring risk factors and proactively avoid the pitfalls.

Project Recovery Corporate Recovery

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