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Disciplines

With our deep understanding and expertise – whether your business is aligning the strategic vision for change or deep into implementation delivery phase DVF have global networks with professionals covering every discipline required to land successful change programmes into the business.

BUSINESS ANALYSIS 


This is a key area for DVF as we understand that this is a critical area of the business to ensure that the relevant requirements and appetite for change and transformation are being created right form inception.


We have noted six areas and traits that we look for when working with our clients to deliver Business Analyst professionals.

Good Business Analysts Have the Basics Covered
First things first, they’ve got the important business analyst skills covered. Good BAs are good communicators, problem-solvers, and think critically. They can create requirements specifications, analyse requirements, create visual models, facilitate elicitation sessions, and use the necessary business analyst tools.

Good Business Analysts are Resourceful
Business analysts know how to find the answers to questions and don’t wait for the answers to come to them.

Good Business Analysts Grow their Toolbox of Skills
Good BAs select the right tool for the job instead of relying on their go-to tools and making it work for every situation.

Good Business Analysts Create Alignment and Ownership Around the Solution
But good business analysts do more, this means that you are in the middle of resolving conflicts and ensuring that when the solution is delivered, the business truly owns that this is what they wanted and is prepared to use it.

Good Business Analysts Create Clarity
A good business analyst doesn’t rely on sign-offs and hundred-page documents. They use analysis techniques to drill into details and ask relevant questions. They get buy-in, not just sign-off, during the verification and validation process. And they get into the appropriate details to ensure true clarity emerges.

Good Business Analysts Have a Strong Dash of Project Management
Good BAs are not only not project managers but they understand with perfect clarity why they are not project managers.

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CHANGE MANAGEMENT/COMMUNICATIONS


Here at DVF we understand that ‘Change Management’ is possibly the single most debated discipline in which people’s views seem to vary to opposite ends of the spectrum on what makes the ideal background for a Change Manager.


There are three core backgrounds from which great Change Management professionals derive from:

  • Management Consulting
  • Operational roles then moving into the change space as a result of SME knowledge within functional area
  • Starting careers with in-house change roles and progressing through  

Many Programme/Project Managers would consider themselves talented Change Managers due to extensive experience working in the change environment.  There is a very strong argument that there is far more to it than that.


A strong Change Manager is likely to have focused on the following key points:

  • Managing change resulting from the delivery of the programme/project
  • Managing the impact on customers and internal users
  • Managing change readiness
  • Understanding the change curve and resistance to change
  • Developing strategies for addressing change resistance
  • Embedding change and ensuring the benefits are realized
  • Excellent communication skills and strong stakeholder management

 

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ORGANISATION DESIGN/TOM/BUSINESS DESIGN


As more leaders search for ways to successfully execute complex strategies, interest in the field of organization design will continue to grow.
 

There are a number of reasons why organisation design is moving into the heart of transformation and change – DVF understands the key drivers to be:

  • Global expansion and the reality of competing with ever more sophisticated local players
  • Changing business models and the need to manage a portfolio of varied business models
  • Innovation in process as well as product
  • Efficiency pressures to increase volume, reach and capability without adding overhead expense

Organisation design requires a particular set of competencies and skills:

Diagnostic and Analytic Skills
The ability to ask the right questions and make sense of the answers. The organisation designer has to be able to determine the root causes of performance issues in the system. The designer then analyses what changes will have the most impact with the greatest likelihood of success.


Deep Curiosity about Organisations as Systems
Effective organisation design consultants like to solve multi-faceted problems and do not stop at easy answers or one-dimensional solutions. They must be able to see an organization as more than a collection of individuals and to be able to discern the interconnected political, social and information networks that have formed.


Design Mindset

Designers take problems and frame them so that the right questions are asked, a wide range of options is generated, and the best solutions are chosen. They know that the process is rarely linear, but rather iterative and enhanced by contributions from different perspectives. Designer s are often ambidextrous thinkers, comfortable with solving for both the possible and
the practical.


Consulting and Facilitation Skills
Successful organisation design requires a high level of confidence and competence to guide leadership teams through what can be a creative but sometimes emotional and contentious process. All of the core consulting skills - contracting, assessment, facilitation, written communication and presentation abilities - are used. In addition, one has to be comfortable with surfacing and managing conflict, as the core of design is to debate options and differences before choosing a solution.

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PROGRAMME MANAGEMENT


Programme management is now the preferred vehicle for bringing about major organisational and strategic change in many sectors.


Here at DVF we look at four key areas that determine ‘world-class’ programme management professionals who are able to deliver and land successful programmes in the most complex of environments:

  • Focused on the delivery of scope through the planned and efficient execution of activities, the hands-on management and effective deployment of resources, and the control of change
  • Focused on the direction and management of (multiple) project work and committed to the successful realisation of objectives, through the accommodation of justified (and funded) change, the proactive management of risks, overcoming constraints, and resolving issues
  • Focused on the realisation of the programme’s outcomes and benefits by empathising with stakeholders, engaging the team, pacing change, anticipating and adapting to circumstances, and insulating the programme from (unwarranted external) pressures and constraints
  • Focused on the realisation of organisational or societal goals  through the creation, embedding and beneficial use of new capabilities and knowledge, the nurturing of individuals and the proactive shaping of the programme’s context. Able to embrace ambiguity, uncertainty and possibility of failure

 


PROJECT MANAGEMENT


Here at DVF we look at project managers in detail to ensure we are selecting and working with the best available candidates in the market that have the right characteristics to thrive in your organization and land projects of change successfully.

  • Command authority naturally
  • Possess quick sifting abilities, knowing what to note and what to ignore
  • Set, observe, and re-evaluate project priorities frequently
  • Ask good questions and listen to stakeholders
  • Do not use information as a weapon or a means of control
  • Adhere to predictable communication schedules
  • Possess domain expertise in project management as applied to a particular field
  • Exercise independent and fair consensus-building skills when conflict arises
  • Cultivate and rely on extensive informal networks inside and outside the firm to solve problems
  • Look forward to going to work!
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PMO


It’s often not until change programmes are underway that weaknesses around the PMO structure are exposed. By then it is too late and becomes an uphill struggle. DVF are able help you build and entrench the right PMO skills, whether the initiative is in flight or preparing for mobilisation.

There is a marked difference between a professional PMO and someone who is simply managing the back office. All too often, this difference is the one between a successful PMO setup and a poor programme delivery environment.

Genuinely strong PMO management is hard to find. With a vast majority of change portfolios using inexperienced project support resource, it’s not hard to see why such a high percentage fails to land successfully. After all, a successful PMO process is not ultimately about coordination but enhancing the delivery of change projects.

DVF’s deep understanding of the full value of PMO ensures we are representing the best PMO managers across sectors. We will ensure that you obtain a proven professional who is a true expert in this area.

The Good, The Great & The Excellent
A good PMO can reduce the risk of project schedule slippage, cost overruns and scope creep by focusing on a standard project management process, basic tools and project manager development.

A great PMO can not only optimise resource use within the programme management office but can implement strong governance, communications and collaboration tools. They may be called upon to provide ad hoc project management skills where programmes lack resource.

A truly excellent PMO can do all these things as well as increase the focus on benefits realisation, knowledge management and help facilitate skills transfer across the business.

 

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