Sage Project Management Services

Although goals and outcomes may have been agreed, without a structured plan, allocation of tasks and management of the same, the likelihood of a successful outcome are massively diminished.

This is clearly subjective to the size and scale of your project, which will dictate the level of engagement required. In small to medium projects, many companies will quote around 10% of the professional services estimate for project management. However this can vary based on numerous factors such as complexity, number of parties involved, level of agreed communication plan etc.

Where the project is large, complex or has multiple dependencies, our Project Manager will oversee its successful delivery with our team of consultants through regular project review meetings, clear communication, clear roles and responsibilities for each project stage, risk, and dependency.

Whilst our Project Manager (PM) will of course liaise with all parties involved in any project, it is important that you allocate your own project manager or project lead who takes responsibility for your overall project, internally. Your PKF SCS PM will liaise with your PM as the main contact and will support with project documents to ensure risks and issues are managed throughout the project lifecycle. However, it is the responsibility of the client PM to manage the internal team and any third parties you have engaged (e.g. web developers, software not provided by PKF SCS etc).

Whilst you should always take advice from your accountant, many companies do choose to capitalize project management costs. The decision is largely based on the company’s specific situation, financial targets and available resources. You can refer to Generally Accepted Accounting Principles (GAAP) for specific guidelines.

We use a hybrid project methodology which aims to create a tailored approach to suits the specific needs of an individual project. This tailored approach recognises that different projects may require different management techniques based on factors such as project size, complexity, time frame, team dynamics, stakeholder involvement and organisational culture. It involves principles and practices from Waterfall, Agile, and Lean methodologies to provide flexibility, adaptability, and improved project outcomes.

This is subjective to the size, complexity and requirements of the project and can be agreed as part of the project scope.

Again, this is very subjective based on the project and the nature of the communication. For example formal scopes are virtually always done face to face, however weekly catch-ups are easier managed remotely. At PKF SCS, we are always happy to visit our clients and are comfortable to agree a communication format to best fit the given situation.

No. In the context of project management, change management is generally a component or methodology within the overarching project. For example, if the client requires a change from scope or wishes to introduce a new element mid-project.