To follow up on the establishment of the intervention objectives, it is important to clarify and prioritize the restraints is the obstacles. Already, at the start of the intervention, the identification of the main causes (root cause) makes it possible to give a little hope of being able to get out of it. The process followed during the diagnosis is the equivalent of the process followed during an organizational diagnostic exercise, but without necessarily having all the extrants of the exercise. Indeed, when a project is in recovery, the objective is not necessarily to understand in detail the causes underlying the problem, but to assess enough to move on to the next stage of the intervention.
As soon as the diagnosis is made, it is important to make a sufficiently detailed planning so that each of the stakeholders can know when they are involved, in what context, which is expected of them and what will be their responsibility/accountability during the execution. Generally, planning is made jointly with the steering committee and key stakeholders in order to properly put the context in which the team will evolve.
Prior to execution, metrics are identified so as not to lose sight of the objective and to fully understand the impact of recovery activities. These are then measured and interpreted for use in recurring reporting, either through a structured dashboard or simply an informal meeting to understand progress, progress or potential realignments to be made. to follow up on the intervention.
The key moment of project turnaround. Byrnu specialists and hand-picked client stakeholders are synchronized to ensure maximum efficiency in addressing issues. Compared to development services, the main purpose of recovery services is not the transfer of knowledge, training, coaching or analysis of the solutions put in place, but rather to ensure that the project refocuses on the expected objectives. On the other hand, during the execution of other non-priority problems or avenues for improvement are identified and listed in order to provide a series of recommendations following the intervention.
The conclusions of the intervention are then delivered to the stakeholders. These conclusions can take the form of a simple presentation up to a complete report including details of the intervention, the activities carried out, the changes made, recommendations, etc. Often, other activities are planned to prevent such an event from happening again. These activities are established according to the needs, and generally start with audits to then evolve the company as much as the technology, the processes or the people.
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