JSG seeks to place its member consultants into siutaions in which they help rescue troubled projects or processes, or help l=plan and manage new ones. As we serve, we construct solutions to specific problems that are identified by the colient while we also search for hte underlying weakneses that caused or contributed to the problem. We use, and teach, disciplined methods ot discover and redefine trouble spots in projects and processes, recommend solutions, develop and plan projects or processes to solve the problem, and manage the result with schedule, manpower, and budgetary discipline. We apply sound and proven risk and quality control techniques. All of our work is carefully documented and all of the documentation and othe work products belowng to the client.

JSC can act as a support team to an ongoing project or we can assume full responsibility ofr the project. We are also available to start new projects and see them throught - start to finish. Our proposals for services are supported by skills that have been formed by education, our previous employments, and by interactions with clients and business enterprises.

An example of a JSG procedure to gain control of an out-of-control project might inclue:

• Preliminaries:
  • interviews - A team of our consultants will interview the project's clients, managers, and workers independently. We do this to get acquainted with the project, the players, and the organization.
  • Tentative plan - After these interviews we will offer a tentative plan for going forward. The alternatives are: Give up, start over, or salvage. Of the alternatives, the most desirable is to salvage the project, which can also be the most complicated. In developing a plan for going forward woth a salvage operation, we would determine the items of completed work that can be used, and identify items that are needed to complete the project. These items include tasks, time, and assets (Manpower, additional budget, equipment, infrastructure, etc.).
• Going Forward with a salvage operation
  • Develop requirements and specifications using information gained in the interviews and meetings to scope out the project. These will be carefully docuemnted and become the basis for contracts for work to be performed.
  • Cearly define a "signal to perform" and a "signal of completion"' so all parties kow and agree upon when the project starts and when it is completed. We keep in mind, "This is a project and it must end."
• Plan the project
  • Identify and prioritize tasks
  • Identify risks and discuss the amelioration of those risks
  • Establish the correct order in which tasks can be done using project management tools that are already in use in your company, or using new tools.
  • Document each task in detail, and get buy-in on the tasks, their manpower and othe rasset requirements, schedule, and cost.
• Manage to the plan
  • Conduct periodic reviews of progress (measured and reported against the plan).
  • Review and evaluate risk status and revise the risk assesment, if necessary.
  • I frequirements change: revise the plan, task list, schedurle, and budget as required.
  • Revise the contract if that becomes necessary and agree to continue or stop. Knowing wiether to continue or to stop is crucial and is often the overlooked step that gets a project into trouble in the first place.

JSG also seeks to place its member consultants into situations where our skills complement or augment the skills of the client's staff.