Whether your starting point is a strategic objective, a specific product implementation or a externally imposed deadline, we can propose an approach that limits your financial exposure to an agreed level of expenditure.
Many of our customers are initially sceptical of the concept of truly static pricing in projects. With any other service provider, one of the first procedures to be put in place after a project starts is that for managing change. And within the language of procurement, a fixed price is never fixed, and a firm price is invariably not as firm as it looks.
But when Xrisk commit to a static price, we mean exactly that. We keep our promises by reducing overheads, and working over short timescales. We retain customers due to excellent service, not restrictive service agreements
By financially hedging our own exposure and pooling different customers together we reduce the implicit uncertainty in project delivery. Xrisk absorbs individual losses in our portfolio while retaining overall profitability and providing our customers with confidence in their budgets.
We plan for a long term relationship with all of our customers, and expect to operate in a competitively tendered environment. But Xrisk does not need to bury our relationships in complex contracts and narrowly drafted clauses.
We are vendor neutral, and maintain a roster of subsidiary service providers to deliver individual technology streams, from base infrastructure and storage to software engineering and application abstraction. The traditional technology consultant is armed with a hammer and sees every problem as a nail; Xrisk looks at the task at hand, and selects the best tool for the job.
With every new customer, we start by breaking down their strategic aims into tactical interventions, looking for those points of influence which offer the possibility for the greatest change with the minimum of leverage. Although Xrisk specialises in the delivery of new technology, we reject the assumption that every problem can be solved with hardware and software.
Project Managers are surrounded by policy, procedures and received wisdom, such as the PRINCE2 standard dominant in the UK.
Formal Methods provide a common vocabulary for discussing abstract concepts, and a model for building teams and communicating between different stakeholders. But they are not strait-jackets to be adopted without thought or reason.
Great executives recognise that success lies in finding the strengths of each unique team, responding to events and adapting to local circumstances. The same attitudes are a path to successful project delivery.