The Most Important Document No One Reads
One of the most critical — and most overlooked — documents in any IT project is the Statement of Work (SoW).
It defines what the supplier will do.
More importantly, it defines what they won’t.
At Dell, I often saw customers approve an SoW that didn’t match what they thought had been agreed in the sales conversations.
By the time delivery started, expectations were already misaligned — and nobody realised until things began to slip.
Now, on the other side of the table, I see the same pattern in SMEs:
The SoW gets signed with a quick skim.
The internal team assumes more is included than actually is.
Tensions rise once the supplier “sticks to the contract.”
That’s where experience of both sides matters.
And it’s where a holistic, systems-led approach to project delivery makes the difference.
It’s not just about tracking tasks — it’s about connecting people, processes, assumptions, and outcomes.
The SoW is a governance document. But unless someone owns the governance thinking, it just becomes a source of friction.
#ProjectDelivery #StatementOfWork #FractionalLeadership #STPD #SystemsThinking #SME
The Joy of Delivery Across Many Clients
Looking back over the last 25 years, I’ve been happiest running a portfolio of diverse projects for many different customers.
Looking back over the last 25 years, I’ve been happiest running a portfolio of diverse projects for many different customers.
From my early days with Manchester Chamber in 2001, through Business Link in 2003, to work with Dell, HP, SCC(in 2015 and again now), and many more — the pattern is clear:
👉 I’m at my best delivering for clients, not stuck inside a single organisation.
These weren’t always polished projects. In fact, they often weren’t really “projects” at all when I started — just stuck teams, foggy goals, or big ambitions without structure.
But that’s what I love:
🔹 Getting traction
🔹 Clearing ambiguity
🔹 Delivering something real
Even now, I rarely deliver to a rigid methodology. It’s lean, pragmatic, and tailored — not overly Prince2’d. Just what’s needed to deliver outcomes with the people and time available.
And that’s why I created STPD:
Not to sell a method.
Not to offer consulting theatre.
But to bring calm, clear, experienced delivery into organisations that need it — even just a couple of days a week.
Curious if this approach could help your organisation?