About us

We live in very dynamic and changing world, so closing the gap in projects, business processes and organizational changes with many moving parts can be daunting. There are many things to consider and many ways to approach a problem.

Unfortunately, established companies tend to fall into a familiar routine and seldom dare to adjust their practices, which often means missing out on new and pragmatic ideas.

Delta Gap is an experienced multidimensional management source that helps organizations execute their projects and improve their performance. We strive to provide essential knowledge foundation, tools, methodology, and guidance for those involved in managing projects.

A high altitude view and savvy aptitude embrace continuous improvement and defy complacency.

Vision and Approach

Our vision is a one stop shopping concept which creates a single, client-focused team that takes advantage of our size and scale to do what we do best: providing services that help our clients to achieve their goals. A strategic thinker to visualize a big picture, grasp and conceptualize a challenge.

Our approach, in a disciplined yet motivating fashion, is needs-based and flexible, amplified entirely by your organization’s goals and tailored to your organization’s culture solution. We actively listen to our clients and understand their requirements, business and industry.

Our aim is to close the gap by articulating clear and compelling objectives that sustain your business prospect.

Success and Motivation

Success is a journey, not a destination. It is not just the accomplishment of a single goal, it is a continuous process of accomplishments that collectively amount to a major achievement in life. Accomplishment is when you mange to be part of a solution and provide superior customer service or product which creates a legacy or sets a standard.

Achievement of all planed activities for a day is a spinning wheel of our motivation. Our motivation and drive comes from our clients’ satisfaction.

Project and Rafting

A project is not unlike an activity or hobby. It is a voyage with present objectives and clear beginnings and ends. It is like, say, white-water rafting. It can be educational and exciting, but also bumpy and challenging; in any case, you need an experienced navigator to guide you on your journey.

So, you are handed an oar and a lifejacket, but you find yourself among eight total strangers who also want to experience the rush of the white-water experience.

You know enough about the sport to know that going down a wild river will require coordination from everybody on the raft. You know this journey will demand strength and endurance from all the paddlers. Slowly you learn to place your trust in your team-mates. You get soaked, so many jumps and bumps and then, inevitably, it seems all goes wrong, although at the end comes along.

But how does all this translate to project management?

Project Objective

In rafting – It is a river you have never rafted on before.

On project – Objective must depict the end state and the overall desired picture and set the needed direction for the project successful compilation.

Resources, Team

In rafting – You should get the feeling of the paddle and the water in order to feel comfortable. You should feel excitement and desire, and prepare for dedication and endurance.

On project – The allocation of resources to the project is part of the overall resources planning, estimating and resourcing the project. While composing a team to work on a project it is wise to keep in mind that enthusiasm, dedication, eagerness and envisioning of the objective are key factors for a winning team.

Start, kick-off

In rafting – Everyone onboard knows the river map and oars are raised in sign of enthusiasm and readiness.

On project – Have a kick-off meeting; make sure that the project’s initiation is well communicated with all stakeholders and each team member is aware of his / her involvement. Not every team member will see the project through from start to finish. You must ensure that your team members have project ownership and a desire to execute their tasks and you ought to continually monitor whether you have enough people in place to complete the project by the deadline.

Project Plan

In rafting – You need to know the starting and finishing point on your journey; you need to be aware of the length, the stops, key destinations and, perhaps most importantly, the high-risk points along the way.

On project – The project scope / plan; every project manager suffers from tunnel vision as he or she works through the development of a detailed plan. The plan must be measurable, attainable and contain key performance indicators that will be used to assess the project’s success. The starting and finishing points are determined, key millstones are well marked and all deliverables are identified. Business and technical requirements are well defined and aligned.

Tools and Equipment

In rafting – A proper and reliable gear is very important: helmet, life jacket, oar, gaggles, swimming shoes, dry suit, kayak or boat; all depend on a river you are going to be rafting.

On project – Right equipment is fairly important to complete a task. It has to be clarified what equipment is needed, who will use it, and for what length of time.

Effectively managing equipment is like managing people; you make sure that they are able to do the job when you need them to. Equipment must be readily available and in good working condition.

Execution

In rafting – We are all in the same boat, going in the same direction with the same speed.

On project – All tasks are executed as per designed project plan and the project life is put into action. Typically, execution is the longest phase of the project management life-cycle, where most resources are used.

Critical path

In rafting – The longest, rockiest, and roughest waters of the journey.

On project – Longest sequence of activities in a project plan which must be completed on time for the project to be successfully executed. Each activity on that path is critical, and a close monitoring of all of them is crucial.

Skills and Tasks

In rafting – Going down the waterfall is an exhilarating experience, but it requires a lot of skill and dexterity. You need an approach that minimalizes risk. You can either “boof” or you can “pencil” into the water vertically.

On project – A right individual for a right task. You need to make sure that the project team has the right skills and knowledge to properly execute the task. An additional training might be necessary.

Risk

In rafting – When approaching a wide and high waterfall, you paddle backward to slow down, to assess the stream and to observe the rocky surrounding. There are only a few correct angles of approach, but only one carries the least negative impact.

On project – It is an unexpected event that might affect the people, processes, technology, and resources involved in your project. Unlike unforeseeable issues, which are certain to happen, risks are events could occur without prior warning.

The objectives of project risk management are to increase the likelihood and impact of positive events, and decrease the likelihood and impact of negative events on the project. [PMBOK]

Team effort

In rafting – When water is rough and fast, and the boat is tilted sideways and about to tip over, the only thing that can save the day is team unity, stability, support, and balance.

On project – A team is bound together by a common goal. It is important that all members maintain focus on the goal, keep working toward the project objective, and foster harmony among the members.

Communication

In rafting – Communication helps everybody understand the common goal, share experience and concerns, and ensures a positive team atmosphere.

On project – Communication affects performance; therefore, high-performance teams working on a project are very important entrenched effective communications to make sure to great results are achieved.

Without well-established communication channels, ambiguity and assumptions take over. Better communication equals better performance.

Milestones

In rafting – This water fall in this canyon is behind, successfully went down, one less before my finish line.

On project – A milestone is a marker in a project that signifies an accomplishment or a completed stage. As powerful and motivating elements of any project, milestones mark key events in the overall journey. They are the signposts through the course of your project, and they keep the team on track.

Closing-off

In rafting – You are exhausted and soaked, but you make an effort to enjoy the sunset with your teammates as you coast through the finish line. You are overcome with peace, serenity, and contentment.

On project – These project closure activities are followed by a meeting with your Customer and Project Sponsor and other primary Stakeholders. During this meeting, the stakeholders have reviewed the end-user acceptance and confirmed that you and your project team have satisfied the project objectives. You are instructed to close-out the project. If needed, make sure you develop a sustainment plan and pass on all relevant data and documents to the future custodian of the product or service.

Resources and Equipment release

In rafting – Once the adrenalin subsides, you need to make sure that everything and everybody is accounted for. After all, you will need the same equipment for your next expedition.

On project – Although releasing the project team members is not an official duty, it is inevitable that everybody will get re-assigned to another project. The same applies to equipment; it should be restored to its rightful place or returned to its rightful owner.

Lessons learned

In rafting – The gear has been packed, the impressions are still lingering, and the skills and experience have been stored for future use. You are ready for something else.

On project – After one projects ends, another project with different sets of challenges and problems begins. Constructive feedback from key stakeholders, as well as appropriate digestion and documentation of information is indispensable for maintaining consistency from project to project. There is something to be learned from good and bad projects alike.

Most importantly you should not make them justify any of their negative findings n important element in moving the organization toward delivering consistently successful projects. It also can contribute to developing consistently effective project managers.