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Our team of certified consultants provides training and remote support to clients around the globe, improving their Project Management, Workflow and Process Management.

Smarter Business Processes is Cyber Certified

Emma Stevens

Office Manager

Emma has 27 years of financial and customer experience and brings processes and order to our office.

Emma's customer service knowledge ensures all of our clients office enquiries are dealt with professionally, efficiently and quickly. She will leave no stone unturned to get to the bottom of a query!

When not at her desk Emma enjoys spending time with her husband and daughter as well running Brownies and Rainbows for Girlguiding UK in her local area.

Etienne Mermillod

Software Development Manager

Etienne is a seasoned ASP.NET Core Full Stack Developer. He takes great pride in building world-class applications while carefully considering the needs of its users and ease of use.

Originally from France, Etienne now calls Canada Home, where he is part of SBP Canada as a member of the API Solutions Development Team.

Etienne is a well-seasoned traveler and has visited many countries where he usually takes the path less traveled in order to backpack around and soak in the local cultures.

When not coding away, you may expect Etienne to be playing with his huge and fluffy dog Indianna or gaming away on League of Legends

David Bower

Smartsheet and AppSheet Consultant

David is an experienced Smartsheet Consultant, Customer Care Specialist and Client Account Manager.

In his spare time, David plays guitar, is learning to ride a motorcycle and, when it’s not too cold, can often be found tinkering in the garage. He also intends to learn to play the piano too - one day

Debbie Sawyer

Chief Smartsheet Solutions Officer (CSSO)

BSc (Hons) Computing, ITIL Foundation, Smartsheet Certified User, Aligned Sales Certified and Professional Services Certified.

Seasoned Smartsheet consultant and Training professional, Debbie’s creativity, attention to detail, willingness to deliver solutions to fully meet customer requirements and her personable manner earn her excellent client feedback.

When not working, Debbie likes to relax by spending quality time with her family. Living in the New Forest sees her taking many walks through the woods and down to the sea fronts at Lepe and Calshot. Debbie is also a keen hula hooper and has been hooping now for more than 7 years! She owns at least 10 hoops and enjoys a great workout helping her friend to run a hula hoop fitness class.

Dr James Harris

Chief Technology Officer

An experienced IT professional, James has worked for software companies as a Programmer and Test Analyst. He also has extensive experience as a Finance Manager. James brings an attention to detail and flair for problem solving to every project.

Outside of work, James writes comedy, and has had many television credits over the past couple of decades on shows such as Horrible Histories and Russell Howard's Good News. He retains a burning ambition to be as funny as his wife and daughter.

Ph.D. Biochemical Physics, IT and Accounting professional.

Gwen Rymill

Communications Director

Co-founder of Smarter Business Processes, Gwen’s multi tasking roles include ensuring our clients receive the very best in customer care, while responsible for sales and marketing and partner liaison. Just don’t expect to get the cup of tea she promised you!

Away from work Gwen enjoys cycling, pilates, tap dancing and just loves baking.

Richard Rymill

CEO

Co-Founder and Lead Consultant, Richard set up SBP in response to worldwide demand from businesses wanting to implement their own Smarter Business Processes. His rapidly expanding team of experienced Smartsheet and AppSheet Consultants and Trainers share the company's values of achieving improved efficiencies and collaboration by putting people first and releasing them from unnecessary repetitive activities so they can enjoy their work again and focus on what matters to them.

When not at his desk, Richard can be found cycling, swimming and when the opportunity permits, sailing and flying.

6 Experts Share the #1 Thing That Derails a Project

There are a number of things that can stop a project in its tracks and lead to its ultimate failure. Poor communication or lack of accountability may start off as a “small mishap,” but they can end up silently killing your entire project.

When you’re managing a complex project and working with different departments, external collaborators, and hundreds of details, mistakes are bound to happen.

Smaller mishaps, like a missed deadline or misunderstanding between teams, can be resolved and usually don’t derail the entire project.

The #1 Thing That Kills a Project

Thankfully, there are experts we can learn from. So, to help you keep your project intact and avoid those mishaps, we asked six project management experts to share the number one thing that kills a project.

Here’s what they had to say:

1. “The biggest thing that derails a project is poor communication.”

“It affects everything from the perception of success to team morale to getting action on project risks. Good communication is possible when the team trusts each other and has the tools they need to actually communicate – both in terms of technology-mediated communication and the soft skills that give them the confidence and abilities to have difficult conversations when necessary.”

Elizabeth Harrin, A Girl’s Guide to Project Management 
Twitter: @pm4girls

 

 

2. “It’s lack of clarity.”

“When people work on the same project but have different notions for what the goals are, what their roles are, and how or why to help each other when things go wrong, it creates the friction that makes projects fail.”

Scott Berkun, best-selling author and popular speaker on philosophy, culture, business, and more.
Twitter: @berkun 

 

 

3. “The biggest ‘project killer’ I believe is a lack of expectation management.”

“I describe the early part of any project as the ‘journey of expectation management’ as all of the project representatives and stakeholders come to learn about each other and understand what the project truly aims to deliver. The critical message being that nobody understands everything at the start of the project. The biggest ‘project killer’ I believe is a combination of lack of expectation management at this key point accompanied with a rush to action.”

Peter Taylor, The Lazy Project Manager 
Twitter: @thelazypm 

 

4. “The silent project killer, and in my experience the thing that kills more projects, is multitasking.”

“When people lose focus, they create defects. They don’t test everything. Everyone feels as if they are always running to catch up—and they are. The person you need to ask a question of is working on something else. Even though that person was supposed to be on your project. If you want to give your project a fighting chance, make sure your project has all the right people assigned, and that they are not trying to split their focus.”

Johanna Rothman, management consultant for software leaders.
Twitter: @johannarothman 

 

5. “The single largest project killer is uncontrolled scope creep and churn.”

“Changes happen and are to be expected. However as changes are identified and added to the requirements or to the backlog, they need to be prioritized based on value. Chronically saying “yes” to everything without evaluating the value of the change and the impact to other components of the project is a killer!”

Thomas Cagley, process improvement consultant and blogger.
Twitter: @TCagley

 

 

6. “The biggest thing that kills a project is not assigning roles and responsibilities.”

“If you put everyone in charge, you are putting no one in charge. Team member may assume that someone else is taking care of an important detail – and in the end the ball gets dropped and the project suffers. In your project plan, define who is going to do what and stick to it –  holding people accountable for the delivery.”

Steven Baker, oil and gas project manager.
Twitter: @StevePMP 

 

 

 How to Avoid These Threats to Your Project

The key to a successful project starts with a strong foundation. Make sure you include the right people on your team and help them stay on track. There’s no point in trying to consolidate team members to just a couple people if they’ll be drowning in work and forced to multitask. You’re better off including more people on your team who will be able to contribute in clear, specific ways and stay on track.

To Peter Taylor’s point, set expectations at the beginning of the project. Take the time to understand the companies, external collaborators and vendors involved, and establish realistic outcomes.

Then, find a management tool that will improve team communication, provide visibility into the project, and define clear roles and accountability. Keep all your project information in one central spot, so everyone stays on the same page and has access to all the key details.

Don’t let one seemingly small mishap turn into a silent project killer.