What to Expect from DBCon Global Consultancy Services

Business consultancy involves providing advice, guidance, and leadership to organisations and their people to achieve strategic goals.  Business consultancy projects produce mostly intangible results and must be carried out in a way that is evident or tangible, adding value to the client organisation to ensure continued mutually beneficial relationships.  A ‘Project’ in our context can be defined as a business endeavour aimed at facilitating organisational change, technical upgrades, operational improvement, cost optimisation, or safety and training improvements.  Our consultancy helps define and communicate values and set examples in professionalism and organisational culture.  This cultural leadership includes ethical behaviour to a standard bound by our numerous professional associations.  Our consultants and technical teams must conduct themselves with integrity and inspire trust in our clients by protecting their interests with high standards of confidentiality.  We are also expected to be conversant and to comply with all international laws and regulations in real time.

Another cultural leadership trait expected from our consultancy is performance: the drive to exceed client expectations, make a difference, and achieve results.  In addition, DBCon Global is required to cooperate with and contribute to the client organisation’s internal team.  To facilitate this, communication abilities and soft skills play an important role in our game plan.  Our ability to speak publicly, facilitate meetings, present reports, and act as a role model contributes to the ongoing successful client/consultant relationship.

The client’s expectancy of added value is discussed later in this post.  We possess the knowledge and ability to lead a project toward its strategic goals and can transfer knowledge on managing and operating the business unit going forward.  Thus, our nature is to teach, share, transfer, create, nurture and apply business knowledge and management strategies in a professional, culturally aware, inclusive, and ethical manner.

A project could potentially be in a period of turmoil at present.  The DBCon Global consultancy strives to provide a professional service aimed at analysing the current internal issues within the organisation.  We collect reliable, credible data to produce repeatable results, which form the basis for decisions on finding solutions to current problems.  By utilising best practice standards outlined below, our consultants will produce trustworthy results and continue to guide client projects to successful solutions through robust leadership.

DBCon Global Project Management Methodology

The flowchart below depicts the sequence of our baseline project plan to enable a project to achieve its strategic objectives during the implementation of various stages:

Today, there are many different, sometimes complex, project management methodologies.  DBCon Global has developed a fit-for-purpose, hybrid guideline that is loosely based on the flowchart above while incorporating the best parts of other methodologies.

Project Initiation and Business Case Development

Following the FEL1 and FEL2 (Front End Loading) and the board approval to initiate a project,  the business case for the proposed projects will be researched, analysed, defined and presented as part of the project Charter.  This business case focuses on business need, legal requirement, strategic opportunity, new technology, political changes, economic changes, customer request, market demand, stakeholder demand, social need or environmental consideration.  Financial models such as NPV (Net Present Value), Cost/Benefit Analysis, IRR (Internal Rate of Return), and ROI (Return on Investment) will be carried out to determine the financial viability of the proposed projects.  A benefits analysis will also be carried out to determine target benefits, benefit timelines and benefit owners.  DBCon Global will include a high-level Stakeholder Analysis with a corresponding Stakeholder Register in the Charter Documentation.  Also included in the documentation will be a high-level risk assessment and an issues and constraints log documenting all issues which may impact the project, both negatively and positively.  At this point, a high-level Scope Statement is to be presented as part of the Charter.  The Project Manager will be appointed during the Initiating process to assist with the compilation of the Charter documents. 

In today’s business world, organisations are enforcing strict standards for evaluating projects based on policies and processes that satisfy the organisation’s business needs, add value, are financially viable, and have acceptable risks within the funding stakeholders’ appetite limits.  The project’s probability of success is analysed and modelled using decision trees to give stakeholders foresight into project feasibility before committing large amounts of funding.  The Initiating process acts as the ‘filter’ that enables organisations to align the proposed project with the company’s strategic objectives.

Upon analysing the business case, our consultants will consider two measures: Strategic and Tactical.  Strategic measures help to improve the organisation’s productivity, quality, and risk management etc.  Tactical measures monitor and control projects, including efficiency, effectiveness, schedule, cost, quality, change control, and communication.  These factors are monitored closely to ensure alignment with the project objectives.

The basis for the Initiating process is the gathering and evaluation/analysis of data.  We use a consistent methodology when carrying out this process to ensure uniformity of standards and credibility of the results that will influence decisions made to approve, defer or reject the project Charter.

Comprehensive Project Planning and Strategy Design

During the Planning process, after senior project management approves the Project Charter, the Project Management Plan and all sub-plans are defined, planned, and implemented.  The Integration process, which began in Initiation, continues as the management plans are developed.  The Planning process group has 47 processes, which constitute 51% of the entire project plan and are critical to the project’s successful outcome.  Knowledge areas such as schedule, cost, quality, scope, communication, risk, procurement, resource, integration, and stakeholder management all form part of the planning process group.

The Planning process initially focuses on what must be done to achieve the project objectives (in line with the business plan and benefits analysis completed during the Initiating process).  Once that is defined, then the focus switches to how the objectives will be achieved within the constraints of the management plan.  For as long as the objectives exist, the project is ongoing.  Once the objectives have been successfully achieved, the project is over. 

The Planning process also defines who will be responsible for carrying out the necessary planned tasks and by when they need to be completed.  All resource requirements are defined during the Planning Process, including materials, equipment and personnel and how they will be allocated and managed for the duration of the project.

Technical skills, technology, PMIS (Project Management Information Service), project life cycle approach (Agile, Iterative, Predictive, Waterfall), stakeholder communications, risk management and procurement contracts are all examples of issues considered during the Planning process.  Organisational structure will influence how planning is carried out.  The project Manager relies on Functional Managers for resource allocation in a Matrix Organisation.  This structure could delay planning if resources are unavailable, or it could benefit planning if highly qualified, experienced resources are available when required.

Project Execution and Implementation Support

The Executing process is where the work takes place to carry out the tasks planned in the Planning process.  Most of the project funds are spent here, along with a peak in both material and human resources.  In this process, most change requests pass through the change control process, and the scope, cost, schedule, and quality plans are implemented to guide the project to a successful outcome.  Any changes to the Project Management Plan will require approval from the Change Control Board and proper documentation, including Lessons Learned Registers, to prevent the recurrence of threats and encourage the recurrence of opportunities.

Projects are more likely to be executed successfully when the technology used is developed (as opposed to New), the project is conducted in a politically predictable climate, it is completed in less than a year, labour is available, and the Project Manager and team are competent and experienced.   Following this analysis, it can be concluded that the Consultant’s support for the Project Manager during the Execution process will improve the project’s chances of success.

Monitoring, Controlling, and Quality Assurance

This process group has ten processes, 21% of the entire project plan.  It can be said that additional effort made during the Planning process will ease the amount of Monitoring and Controlling necessary during this phase of the project.

This process monitors variance from the management plan, scope, cost, schedule, risk, quality, etc.  Continuous analysis of the project process will identify variance, the severity of the variance and the responses necessary to bring the project back on track.  Suppose the variances identified are of a magnitude that makes the project no longer viable.  In that case, the decision process is enabled to trigger corrective action or terminate the project with minimal loss to the client organisation.

An identified issue in a project is an observed variation from the expected result, the plan.  This variation has an impact on the project KPI’s (Key Point Indicators).  Variations are either special cause or common cause, and only special cause variations require corrective action.  During the Monitoring and Controlling process, the Project Management Plan is observed through various data collection techniques.  The metrics of these data collections are analysed and graphically represented to enable the submission of change requests for corrective actions, risk responses, etc.  Project Managers/Our consultancy uses this Monitoring and Controlling information to translate data into knowledge.  Part of the Monitor and Control process is the change/don’t change decisions.  If a change is required, what will the impact on the rest of the project be?  Will the change be beneficial or detrimental to the project?  DBCon Global will also be aware of corrective actions that could potentially have unintended consequences.  An output of this process is the Lessons Learned Register, which documents experience and solutions to issues for use in future projects. 

Project Closing and Operational Readiness

The purpose of the Closing process group is to obtain acceptance of the project deliverables, transition the project to operations, document lessons learned, and archive all project documentation for use in future projects.  During this process, the project team is released to return to their functional positions or continue with other projects.  During this process, there is assurance that all project work has been completed, the product or result has been accepted, and the project is formally closed.

The closing of the project serves to prevent unwanted or adverse events from occurring.  If the project is not closed correctly, the credibility of the Project Manager/Consultant and the project team could be adversely affected.  In closing the project, there is a definitive break between project work and operations/maintenance.  Without official closure, projects can be perceived to be never-ending, with the project team being held responsible for tasks outside their scope of work.

Where required, DBCon Global will develop, present, oversee and maintain an Operational Readiness Program that will integrate the functions of the project into the operational workings of the department, business unit, or organisation of the client.  This program can include training, spares procurement, maintenance, real-time monitoring, and managerial feedback sessions.  The feedback sessions ensure that any new equipment, processes, or operations are continually cared for and remain in a condition that delivers optimal performance for the client.

DBCon Global Planning and Implementation Tools

A Chinese proverb says that ’to do good work, you must have good tools’.  There are well over a hundred best practice tools and techniques used by Project Managers, and our consultancy to Initiate, Plan, Execute, monitor, control, and Close projects.  There are tools and techniques that are long and difficult, and most Project Managers/Consultants shy away from them.  Some of the tools and techniques have been mentioned in previous paragraphs, including business case and financial modelling tools and techniques like IRR (Internal Rate of Return), CBR (Cost Benefit Ratio), ROI (Return on Investment), and Stakeholder Analysis.  There are complicated statistical models like Monte Carlo Analysis, which uses algorithms to calculate the most likely output given a variety of inputs.  This is a difficult tool to use manually, and most make use of software packages.  There are also software packages for calculating risk, such as FMEA (Failure Mode Effect Analysis), which are used extensively in 6Sigma statistical model analysis.  There are also simple tools and techniques like Beta and Triangular Parento analysis for estimating durations. 

As mentioned, there are many and varied tools and techniques. Some are ‘hard,’ like EVA (Earned Value Analysis), and some are ‘soft,’ like brainstorming, meetings, negotiation, active listening, problem solving, Delphi Technique, and Expert Opinion.  DBCon Global, in a role as leader/guide/facilitator, will make use of these hard and soft skills during data gathering phases, data analysis, problem solving, and reporting.  Using these tools, we will develop a relationship with the client (a project) based on trust, built through dedicated demonstration of problem-solving skills and the delivery of successful projects.

Many of the tools mentioned require stakeholder interaction.  This interaction necessitates dialogue, networking and various other communication models.  Through this interaction, we as the Consultant will develop a sense of ‘belonging’, although temporary, within the organisation.  As the internal stakeholders learn to trust in the Consultant’s abilities, resistance to change and scepticism will diminish, and people will become more open to suggestions that there is a ‘better way to do things’.  We are not there to force change; we are there to guide growth.

The use of tools and techniques offers potential benefits to project success, such as increased efficiency, reduced repetitive training, improved predictability, increased stakeholder confidence, and improved communication.  Agile and Iterative life cycle approaches have recently introduced tailoring to Project Management.  Client Management and our consultancy teams can now use tools and techniques in ways that best suit the project.  This enables dynamic management styles that can be adapted to a project scenario in real time, saving time, money and credibility.  In addition, our deep pool of resources ensures that the client has the strongest consulting team supporting their projects at any point in the project life cycle.

Internal Factors That May Affect the Project

There are numerous internal factors that, if they exist or occur, may influence the project.  These influences may be either positive or negative.  DBCon Global will conduct a risk analysis to assess the probability and impact of each risk factor, determine the appropriate risk response to trigger in the event of an occurrence, and identify who will be responsible for implementing the response and updating project records.  Threat risks will require responses like Escalation, Avoidance, Mitigation, Transference and Acceptance.  Opportunities will require Sharing, Escalation, Enhancement, Exploitation, and Acceptance.  Risk is not always a negative factor.  When correctly identified and managed, some risks can be beneficial.

A few examples of possible internal factors which could affect the success of the proposed project may be:

The appointment of the right Consultant

The choice of a Consulting company could influence the project from Initiation to Closeout.  If the chosen Consultant team members are not transformational or servant leaders who are charismatic, humble, trustworthy and ethical, the project team will have little direction or foundation.  The Consultant attributes necessary to lead a project would include functional subject matter knowledge required to gain the respect of those he/she is leading, suitable experience and expertise required to gain credibility, technical ability required to prove his/her competence and interpersonal skills required to convey all the other abilities to those whom he/she is leading, guiding and mentoring.  Without these critical attributes, the chosen Consultant has little chance of successfully completing the assignment and satisfying the needs and expectations of the project team and the client management. 

The appointment of the right Project Manager

The appointment of the Project Manager should be based on the person’s ability to lead the team responsible for achieving the project objectives.   The PMI (Project Management Institute) uses the analogy of an orchestra conductor; they do not need to know how to play every instrument but require the knowledge to bring all the instruments together to make music.  The appointed Project Manager should be suitably qualified.  Certification in project management takes many forms, with numerous organisations.  Certification is essential in proving understanding of methodologies, tools, and techniques, as well as soft skills like communication and strategy management.  The chosen Project Manager should have credibility through a proven track record of successful projects, confidence, leadership competence, and the ability to accept responsibility and accountability when the project deviates from the baseline.  Unless the chosen Project Manager possesses these minimum attributes, the Consultant will struggle to lead the project management team in successfully completing projects.

Organisational Structure

The way the organisation is structured and how the project team fits into that structure influence the complexity of the project, its management, and the overall chance of its success.  Various matrix organisational structures place the project manager at different levels of authority.  In a weak or balanced matrix, the project manager has little or no authority and has to continually negotiate for resources, funding, approvals and stakeholder involvement.  In a projectized organisation, the Project Manager has overall control of the project.  However, if a PMO controls the organisation’s strategic project program, the Project Manager reports to the PMO.  In such a case, the Consultant would fill the role of facilitator and guide to the PMO, concentrating on projects as prioritised by the client.  The advantage of a PMO is that the project portfolio aligns with the overall organisational strategy, projects are visible and receive necessary attention from upper management, and there is a support structure for Project Managers working on projects that run in parallel or independently.

The organisational structure will influence how the DBCon Global approaches the project.  Depending on the power and authority of the Project Manager/s assigned to him/her, DBCon Global will adapt the management strategy to fit in with, and perhaps enhance, the internal structure for the benefit of the project.

Culture

Both organisational culture and social culture play a role in the management approach of a project from a Consultant’s point of view.  Organisational culture is its personality, comprised of assumptions, norms, behaviours and artefacts.  It is the basis of how the organisation runs its business.  A person placed in different organisations would behave differently, hence the effect of the internal influence of organisational culture on a project.  As a Consultant, we will read and assess the organisational culture and adapt our management approach to incorporate the norms and values of the client organisation.  In doing so, resistance to change will be less intense as the DBCon Global would be seen as less of an outsider by the project team.

Factors that affect culture include structure

A rigid, formal structure may promote functional efficiency, but at the expense of creativity, collaboration, and sharing.  This will adversely affect the efficiency of brainstorming sessions, focus group sessions, Delphi Technique analysis, and interviews, among other activities.  Leadership and the way beliefs, values, and assumptions are communicated differ from department to department within an organisation.  Sub-cultures form, and the efficiency and effectiveness of the project teams can potentially be adversely or favourably influenced.  It is the role of the Consultant to enhance a favourable culture and guide adverse culture toward fitting in with the strategic goals of the project.  Organisations are living social systems that require the Consultant to align with the culture and leadership strategies and tie in with organisational goals.   Failing to accomplish this will exacerbate the problems of an outsider ‘trespassing’ into sometimes fiercely protected organisational cultures.

Social culture influences projects in various ways

As organisational culture plays an influential role, it follows that culture must be communicated to all stakeholders.  Noise factors such as language can result in miscommunication, which in turn leads to misunderstanding, conflict, delays, and the possible loss of critical resources.  A lack of cultural awareness on the part of the Project Manager or Consultant can result in mistrust, resistance, lack of credibility and even rejection of authority.  Being aware of cultural, religious, and political sensitivity in multinational projects is essential to prevent cultural influence from affecting the project.  The Consultant will inspire a project culture of mutual respect, honesty and fairness to promote harmony and trust within the project team.  Without these, the project will fail.

Morale 

Morale within a project team can, and will, influence the outcomes of a project.  Team members who are not entirely focused will fail to perform both socially and technically within the team’s knowledge base.  Morale results from four factors: the job, the workgroup, management practices and economic rewards.   Project team members need to be informed of changes, regardless of whether the changes will affect them.  Transparency inspires trust, and trust builds strong inter-relationships between management and team members.  The Consultant will incorporate communication of issues, changes and goals as an essential part of his/her project management methodology.

Skills and Knowledge

Lack of suitable skills is a very real internal influence, especially on projects undertaken in developing countries.  Awareness of the need for suitably qualified project team members is critical when planning resource levels and deciding on resource location.  Virtual team methods help alleviate the issue of on-site skills but introduce additional communication and technology factors.

External Factors That May Affect the Project

Again, there are numerous external factors that may influence the project if they exist or occur.  These influences may be either positive or negative.  The DBCon Global will conduct a risk analysis to assess the probability and impact of each risk factor, determine the appropriate risk response to trigger in the event of an occurrence, and identify who will be responsible for implementing the response and updating project records.  Threat risks will require responses like Escalation, Avoidance, Mitigation, Transference and Acceptance.  Opportunities will require Sharing, Escalation, Enhancement, Exploitation, and Acceptance.

External influences shape culture, and organisations reflect transnational, national, regional, industry and occupational ideologies.  These factors may be in the form of religion, science, political ideologies, and environmental concerns (nuclear energy, wildlife, world hunger).  The substance of an organisation’s culture may reflect many beliefs, only some of which originate within the organisation.

Religion

Diverse religions on a project site can influence a project’s schedule and cost baselines.  The issue of religion and its effect on the project should be identified as a risk during the Identify Risks process. Triggers and responses should be identified and recorded in the project documentation.  By being aware of religious diversity, we, as Consultants, can plan contingencies, work-arounds, and alternatives to compensate for events related to religion.

Personal Events

Important team members may be affected by personal events, such as new babies, family tragedies, illness, or graduation, which may impact their ability to work effectively.  These factors must be considered when planning contingencies in resource allocation.  External events like this can put the project behind schedule and over budget.

Various

There are other external influences which may affect the successful outcomes of a project.  Market demand may change, requiring an analysis and a change in project approach.  Legislation may be implemented which requires legal compliance.  Monetary exchange rates may fluctuate beyond control limits, necessitating additional funding or project termination.  International politics, especially in volatile countries, may require deferment or cancellation of a project.  Geographic location is a constraint in projects in remote locations.  Infrastructure and technology can influence a project either positively or negatively, depending on the level of availability.  Government or industry standards must be researched and allowed for in project planning.  Ignorance of legislation or standards could lead to the non-acceptance of deliverables. 

The COVID-19 pandemic found many projects unprepared for the challenges of lockdown; the resulting increase in schedule and cost led to projects being abandoned across the globe.  However, some came through the challenges successfully, having learned and shared many lessons.  Our DBCon Global team was one of them.

Generally, Internal and external influences will be defined and analysed both qualitatively and quantitatively to enable the Consultant to assist the Project Manager and his/her team in proactively planning for the best possible outcomes of the project.

Building Relationships

“Our Consultancy, who possess the needed knowledge, experience, expertise, and skills, brings a solid foundation to support the objectives of its clients”.

Before and during project implementation, DBCon Global may add value to a client organisation in various ways.  Our consultancy may help the organisation prepare for planned change.  Assessing readiness for change, communicating with all stakeholders, training employees, coaching management, overcoming resistance to change, and resolving conflicts will all be part of the Consultant’s value-adding process.

The DBCon Global will add value to the organisation by:

Limiting Complexity

The management approach of the project must be clear and unambiguous.  By controlling the complexity of the project and the management methodology, a more simplistic, focused approach can be managed.  This is especially applicable in projects with low skill levels or “accidental” Project managers.  As the Consultant, we can coach and mentor teams without imposing undue stress in the initial stages of a project.  Gradual increases in responsibility and accountability can be introduced as the team becomes more competent and confident.

Managing Cultural Conflict

Organisational culture is, at times, something that people do not want to hear.  The ‘man in the middle’ approach to coaching project teams on issues of organisational culture will smooth the resistance to change and promote trust in management policies and methodologies.  We are the ‘man in the middle’.

Manage Misunderstanding

Only training the Project Manager is not enough to ensure that the information that the Project Manager is trying to convey to stakeholders is understood.  We will manage knowledge across the entire stakeholder register, ensuring consistent facilitation of meetings, interpretation of data and requirements to and from all stakeholders.

Timing

Data collection, work performance information, and work performance reports have diminished value if they are produced at a pace that is not beneficial to the project or if they arrive too late to trigger a response or change request.  The Consultant team, together with the Project Manager/s, will coordinate the collection, analysis, compilation, and dissemination of all project-related information to all relevant stakeholders.  This is tailored to the needs of each stakeholder to promote understanding of the information and, in turn, support for the project going forward.

Client Relationships

Understanding the client’s needs, providing information and delivering results promptly when requested demonstrates DBCon Global’s reliability and service level.   We will develop knowledge and expertise in the organisation’s issues through case studies and research databases.  We will also help the client to make informed decisions and assist in reviewing results.  As the Consultant, we will familiarise ourselves with developing industry trends to keep the client team informed of changes in methodologies, standards, and regulations.  In doing so, they will make recommendations for changes within the organisation to remain compliant and/or competitive in the market.  Technological advances will also be monitored and analysed, with results or conclusions communicated to project management to assist in future decision-making processes. 

By being closely involved in the project activities, the DBCon Global team will be able to assess recorded lessons learned and issue logs, and compile comprehensive reports for storage in the organisational knowledge repositories.  These reports will be helpful for future projects, change management incentives, and post-mortem analysis of both successful and unsuccessful organisational endeavours.  Additionally, we would be able to set up a PMO to coordinate all projects, programs, and the management of operational integration.

To facilitate growth in knowledge and market/technology changes, our team will continuously expand its network to ensure a constant flow of information for the benefit of the organisation.  All services to the client will be results-driven.  No matter what qualifications a consultant has, it is the results that the client is interested in.  Therefore, our company will strive to deliver consistent, above-expectation results to prove our ability through action rather than just qualification on paper.

By integrating our knowledge and experience, leadership and personality skills, and the ability to manage people, situations, and business, DBCon Global is well-positioned to assist a project in achieving its organisational goals.  Additionally, we will help the organisation to ensure, through mentorship and guidance, that future projects are economically, reputationally and environmentally successful.  In doing so, the DBCon Global will create a foundation for a long-term relationship with all of its clients.

Frequently Asked Questions about DBCon Global Project and Energy Management Consulting

1. What does DBCon Global do as a Project and Energy Management Consultant?

DBCon Global provides specialised project and energy management consulting services that guide organisations towards achieving strategic, operational, and financial goals. The company supports clients by leading change, introducing technical upgrades, improving operations, reducing costs, and ensuring safety and training excellence. Each consultancy engagement is designed to add measurable value while maintaining professionalism, cultural awareness, and strict confidentiality in line with international standards.

2. How does DBCon Global ensure that its consulting services add real value?

DBCon Global adds value by providing solutions that go beyond advice. Each project includes defining and communicating organisational values, enhancing professionalism, improving internal communication, and transferring practical knowledge to the client’s internal team. The consultancy ensures that every recommendation can be implemented and sustained. Consultants are trained to lead with integrity, build trust, and deliver tangible, repeatable results that move the client closer to their long-term objectives.

3. What project management methodology does DBCon Global use?

DBCon Global follows a hybrid project management methodology that combines the best elements of several established frameworks. It uses a baseline project plan supported by clear stages: Initiation, Planning, Execution, Monitoring and Controlling, and Closing. This flexible structure allows the consultancy to tailor its approach to each client’s needs, ensuring that strategic objectives are achieved within the set time, budget, and quality expectations.

4. What happens during the Initiation phase of a DBCon Global project?

The Initiation phase focuses on defining the business case for a project. DBCon Global analyses the organisation’s needs, evaluates opportunities, assesses risks, and prepares a detailed project charter. This includes financial models such as NPV, ROI, and IRR, as well as benefit timelines, stakeholder registers, and risk assessments. By the end of this stage, both the client and DBCon Global have a clear view of project feasibility and alignment with strategic goals.

5. What does the Planning process involve?

During Planning, DBCon Global develops the Project Management Plan and all sub-plans that define how the project will be executed, monitored, and completed. This phase covers key knowledge areas such as cost, schedule, quality, communication, risk, procurement, and stakeholder management. Resource allocation, technology selection, and team responsibilities are finalised, creating a roadmap that ensures every part of the project aligns with the client’s business plan and expected benefits.

6. How does DBCon Global manage project execution?

In the Execution phase, DBCon Global ensures that the planned work is implemented efficiently. Most of the project’s financial and human resources are used in this stage. The consultants work alongside the Project Manager to control scope, cost, and quality while managing change requests through formal approval processes. Lessons learned are documented in real time to avoid repeating challenges and to strengthen ongoing project delivery.

7. How are projects monitored and controlled?

DBCon Global applies continuous performance analysis throughout the Monitoring and Controlling phase. Data is collected and transformed into actionable insights to identify variances, evaluate risks, and recommend corrective actions. This process ensures that the project stays on track and delivers measurable outcomes. Metrics such as schedule performance, cost efficiency, and quality compliance are closely tracked using analytical tools and control charts.

8. What is included in the Closing phase?

At project completion, DBCon Global oversees a formal Closing process that confirms all deliverables have been accepted and the project has transitioned successfully into operational use. Lessons learned and documentation are archived for future reference, and the project team is formally released. Where required, DBCon Global also develops an Operational Readiness Programme, ensuring that new systems, processes, or equipment are properly maintained, monitored, and integrated into the client’s daily operations9. What tools and techniques does DBCon Global use in project management?

DBCon Global uses both technical (hard) and interpersonal (soft) tools. Examples include financial models like IRR, ROI, and Cost/Benefit Ratio, as well as analytical models like Monte Carlo simulations and FMEA (Failure Mode and Effects Analysis). For communication and collaboration, the team employs methods such as brainstorming, expert opinion, active listening, and negotiation. This balance of analytical and human-centred tools ensures precision, teamwork, and problem-solving efficiency.

10. What internal factors can affect a project’s success?

Internal factors include the appointment of the right consultant and project manager, organisational structure, company culture, morale, and team skills. DBCon Global evaluates all these areas before project initiation to anticipate challenges and develop mitigation strategies. The consultancy promotes open communication, morale-building, and leadership alignment to ensure that internal dynamics support project success rather than hinder it.

11. How do external factors impact project delivery?

External factors include market changes, political conditions, legislation, exchange rate fluctuations, and global events such as pandemics. DBCon Global conducts risk analyses to prepare proactive responses to such factors. The team ensures that the project remains compliant with local and international laws, and adaptable to sudden changes in economic or environmental conditions. By identifying triggers early, they minimise disruption and safeguard the client’s investment.

12. How does DBCon Global manage cultural and organisational differences?

DBCon Global pays close attention to organisational and social culture when managing projects. Consultants adapt their leadership style to the client’s environment, promoting inclusion, communication, and respect for cultural norms. This approach reduces resistance to change and helps integrate new strategies smoothly within the organisation. The consultancy values mutual respect, honesty, and fairness as the foundation of every project partnership.

13. How does DBCon Global build and maintain client relationships?

Strong relationships are built through trust, transparency, and measurable results. DBCon Global works closely with client teams, facilitating meetings, communicating progress, and aligning goals. The consultancy assists with training, coaching, and change management to help teams adjust to new methods and technologies. By sharing knowledge and maintaining open dialogue, DBCon Global ensures that clients feel supported beyond the life of the project.

14. What makes DBCon Global different from other consulting firms?

DBCon Global stands out through its hybrid project methodology, commitment to cultural and ethical leadership, and its blend of technical depth with human understanding. The consultancy not only manages projects but also nurtures client growth by mentoring internal teams and building systems that sustain performance long after project completion. Every engagement is results-driven, with a focus on long-term success, compliance, and knowledge transfer.

15. Does DBCon Global assist after project completion?

Yes. After the official closeout, DBCon Global remains available to support the client with Operational Readiness Programmes, maintenance planning, training, and follow-up reviews. The consultancy’s goal is to ensure that the benefits achieved during the project are fully realised and maintained. The team’s post-project involvement builds confidence, prevents performance decline, and contributes to continuous organisational improvement.

16. What is DBCon Global’s overall goal in every project?

DBCon Global’s ultimate goal is to lead projects that are economically sound, environmentally responsible, and reputationally strong. The company’s consultants integrate knowledge, experience, leadership, and communication skills to help clients reach their organisational objectives. Through mentorship, structured methodology, and ethical practice, DBCon Global ensures every project it supports becomes a sustainable success story.