Special Projects
For complex problems that cut across operations, technology, and physical constraints — and do not fit a standard engagement format. Each Special Project starts with a short scoping conversation. The engagement is defined jointly, scoped, and signed before execution begins. No open-ended time and materials.
When this is the right call
This is for problems that cut across operations, technology, and physical constraints, or that require specialized one-off delivery — and that do not fit any of the standard engagement formats. Each Special Project starts with a 30–60 minute scoping call to confirm fit. The engagement is defined jointly, scoped, and signed before execution begins.
- ─A scope that requires bespoke sequencing and governance — not what any standard format provides.
- ─Specialized technical delivery (prototyping, instrumentation, integrations) outside the boundaries of operating-system or diagnostic work.
- ─A hybrid initiative spanning operations, software, and physical constraints in equal measure.
- ─A commercial model or delivery structure that needs to be tailored — fixed-fee but staged, milestone-gated, or with explicit options.
If your problem fits Diagnostic Sprint, Operating Rollout, Fractional COO/CTO, Critical Delivery Turnaround, or Systems Risk Report, that format is faster, more predictable, and the right fit.
How a Special Project gets defined
- 01/05Phase 0
Scoping conversation
A 30 to 60 minute call to assess fit, surface constraints, and decide whether a Special Project is the right format — or whether a standard engagement covers the need.
- ─30–60 min scoping call
- 02/05Phase 1
Intake
Structured capture of objectives, constraints, non-negotiables, and commercial model. Artefact access granted where needed for feasibility assessment.
- ─Intake artefacts
- 03/05Phase 2
Scope design
Deliverables, boundaries, sequencing, risk register, success criteria. When the problem allows, an options ladder — good, better, best — is included.
- ─Sequencing plan
- ─Risk and constraints assessment
- ─Engagement governance model
- ─Acceptance criteria
- ─Options ladder (when applicable)
- 04/05Phase 3
Proposal and alignment
Written proposal shared with the decision owner. Alignment call to resolve open questions. Signed scope before execution begins.
- ─Signed scoped proposal
- 05/05Phase 4
Execution
The engagement runs under the agreed governance and cadence. Change control enforced. Deliverables signed against acceptance criteria at exit. Details vary by engagement — defined in the signed scope, not on this page.
Outcomes
- ─Scope signed with explicit boundaries, assumptions, and acceptance criteria before execution starts.
- ─Sequencing and ownership assumptions validated with the decision owner during scoping — not after.
- ─Governance model running (cadence, change control) from day one of execution.
What you commit to
Inputs
- 01A clear decision owner for scope, priorities, and change control — available for scoping call, proposal review, and exit sign-off.
- 02A defined objective, with known constraints: timeline, risk tolerance, commercial model.
- 03Access to relevant artefacts during scoping — enough to validate feasibility before the engagement is signed.
- 04Acceptance that scope is fixed once signed; additions are change-controlled, not absorbed.
What this is not
Out of scope
- 01Open-ended delivery without explicit scope boundaries — all Special Projects have signed scope before execution.
- 02Unbounded time and materials as a default commercial model. Fixed scope or scope-per-phase only.
- 03Work requiring regulated certifications (aviation, medical, financial compliance) without prior alignment on the certifying party.
- 04Engagements where the decision owner is not identified or not available throughout the scoping phase.
Start with a scoping conversation.
A 30-minute call to confirm fit, map constraints, and propose the smallest viable scope for this engagement. If the context is not right for what we do, we say so before the call ends.