Advisory
Your information system, scoped before it is bought.
We help companies put in place an information system built for them: one that answers their real need, follows the standards of their trade and holds up to security requirements. Before a single dirham is committed, we establish what is needed — and what is not.
Why scoping comes before buying
Most projects that go wrong did not fail in delivery: they started from a poorly defined need. Licences get bought for features nobody will use, a module turns out not to speak to the accounting software, and the budget disappears into change orders. Scoping does not slow a project down — it stops you paying twice.
The method
Six steps, in this order.
Each one produces a document you keep — including if you decide to stop there, or to hand the build to someone else.
- 01
A questionnaire built for you
A questionnaire shaped around your activity, not a generic form. It surfaces the real day-to-day uses — including the ones nobody thought to mention — and lays out what already exists: software, data, regulatory constraints.
- 02
Scoping meetings
With management for the intent, with the teams for the reality. Those two versions never match perfectly, and it is precisely that gap which has to be dealt with before a single line of specification is written.
- 03
Full functional mapping
Who does what, with which tool, from which data, for whom. Mapping makes duplicates, re-keying and dead ends visible. That is usually where the most obvious savings are hiding.
- 04
Structured workshops
Workshops with an agenda, chosen participants and a decision expected by the end. They exist to arbitrate: what is essential, what is useful, what can wait for a second phase.
- 05
Technical needs and costing
The functional need becomes a technical specification, then an acquisition costing — hardware, licences, development, commissioning. You know what the project costs before committing, not after.
- 06
Interoperability and reliability testing
Before handover, we check that the parts genuinely talk to each other and that the whole holds up to daily load. A system that works in a demo and freezes on closing day is not a delivered system.
During roll-out
We stay alongside the project manager.
Scoping is worthless if it stays in a binder. We support the roll-out alongside your project manager, and we watch one thing in particular: that what management decided is actually reflected on the ground. When a decision is made in a meeting and lost in the configuration, that is where a project starts to drift.
- One contact from scoping through to handover
- Present at working sessions, not only at milestones
- Gaps between the scope and the build are documented, not absorbed
- Handing knowledge over to your teams is part of the job
When to call us
The moments where this work changes everything.
Before a heavy investment
Fleet renewal, an ERP change, opening a new site. Scoping costs a fraction of what it stops you spending in the wrong place.
When nothing talks to anything
Every department has its own tool, the same data is entered three times, and nobody has the whole picture. Mapping is where it starts.
For a funding application
A grant application or a public tender requires a need that is described and costed. That is exactly what scoping produces.
Advisory does not commit you to buying from us. If the logical next step is custom development, support or hardware, we do all three — and you will know precisely what you are buying, because you will hold the document that describes it. See also our buying guide.
A project to scope?
Tell us about your situation. The first conversation exists to work out whether this work is useful to you — and to say so plainly if it is not.
Our areas of expertise
One partner, for all of it
Same team, same contact, same invoice — whether you need a machine, an application or an on-site fix.
