We are driven by the success of our clients. Our goal is to help you navigate through the minefield of risks and opportunities arising from globalisation, digitalisation, and the swiftly changing world around us.
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During the business analysis we take care of tracing the requirements, in order to ensure that requirements and designs at different levels are aligned to one another, then we define a business strategy that represents the most effective way to apply the capabilities of an enterprise in order to reach a desired set of goals and objectives. All these activities are translated into an output defined Business case, which represents the business justification of the project
FORFIRM carries out a detailed analysis of the regulations that impact the project, making sure of the legal compliance of the project outputs, also releasing a detailed document of regulatory risks with an attached mitigation and action plan in the event that legislative issues arise
Based on the type of project, we will identify the type of adequate financing among those provided for by the EU system, in particular we will identify whether to leverage direct or indirect financing.
Once we have identified tenders consistent with the project you want to implement, we will support you from the initial phase of collecting administrative documentation, up to the creation of technical documentation and finally in the proposal of an economic offer
FORFIRM will suggest you the best technical solution on market, assuming the full risk for the performance of the service, undertaking to organise, perform and take care of its provision in complete independency, with its own organisation and its own means as well as to guarantee the best technical and quality standards at best price on market, thanks to our thanks to our extensive network of partnershp with the most important distributors in the SW & HW field
During the control phase of the project stages, the FORFIRM project managers ensure the correct implementation of the work packages, their drafting together with the team leader the work package plan (more detailed planning)and the execution of each expected feature
Downstream of the collection of business requirements, the project breakdown is drawn up which represents the skeleton and the main prerequisite for carrying out a planning.
We will draw up the risk and issue logs in order to manage any deviation from the planning, and we will evaluate the SLAs to verify the quality of the deliverables.
In addition to this, we will define the processes and methodologies of change management, and we will evaluate the actors involved in each project phase
Today, companies are called upon to undertake an important cost-efficiency exercise to compete globally.
Our clients that have adopted the FORFIRM's robotic solutions in HR, commercial, back-office, customer care and, finance processes have, achieved higher service quality by significantly reducing operative costs.
Companies across sectors cooperate with trusted partners in a complex regulatory environment and are looking to develop an integrated supply chain, a main focus being to reduce transaction costs in a reliable and secure environment. With the adoption of smart contracts, it is possible to both reduce transaction times and costs, while guaranteeing compliance with legal and regulatory requirements.
The banking, insurance, TELCO and pharmaceutical sectors are evolving and becoming increasingly competitive, due to external regulation.
Companies which approach regulatory requirements by adopting a risk-based approach are able to reduce inefficiencies and experience advantages over competitors.
The purpose of Trace Requirements is to ensure that requirements and designs at different levels are aligned to one another, and to manage the effects of change to one level on related requirement. Requirements traceability identifies and documents the lineage of each requirement, including its backward traceability, its forward traceability, and its relationship to other requirements. Traceability is used to help ensure that the solution conforms to requirements and to assist in scope, change, risk, time, cost, and communication management. It is also used to detect missing functionality or to identify if there is implemented functionality that is not supported by any requirement. Traceability enables:
Traceability also supports both requirements allocation and release planning by providing a direct line of sight from requirement to expressed need.
Input
The Strategy Analysis knowledge area includes the following tasks:
Output
The business case documents the business justification of a project. This sets out not only the reason for the project, but also confirms whether the project is
Output
FORFIRM suggests to involve and evaluate the legal and compliance needs at the beginning of each project will release a new Product or a new Business. FORFIRM can support the Principal in the entire cycle of Legal and Compliance requirements analysing the Corporate and the external regulation impacting on the sector, product and region and delivering the eventual Regulatory risks and related impacts for identify the better action plan and related mitigation closure.
The EU has several different funding programmes that you may be able to apply for, depending on the nature of your business or project. There are two different types: direct funding and indirect funding.
Direct funding - The allocation of direct funding capital is managed by the European Institutions. There are two types of funding available: grants and contracts.
Grants are given to specific projects that relate to EU policies, usually following a public announcement known as a call for proposals.
Contracts are issued by EU institutions to buy services, goods or works that they need for their operations – such as studies, training, conference organisation or IT equipment.
Indirect funding is managed by national and regional authorities and comprises nearly 80% of the EU budget
The Domestic funds has several different funding programmes that you may be able to apply for, depending on the nature of your business or project. There are two different types: direct funding and Tax discount funding.
Direct funding - The allocation of direct funding capital is managed by the country. There are two types of funding available: grants and co-investment.
Tax discount funding represent a discount on Tax related to R&D initiatives.
FORFIRM will suggest you the best technical solution on market, assuming the full risk for the performance of the service, undertaking to organise, perform and take care of its provision in complete independency, with its own organisation and its own means as well as to guarantee the best technical and quality standards at best price on market, thanks to our thanks to our extensive network of partnershp with the most important distributors in the SW & HW field.
Product sourcing services provide high-quality services at low total costs. Since there is no singular approach for all organizations, it is imperative to determine a customized strategy for each organization.
A coalition between a global delivery network and supply-chain professionals to help supplier management in low cost countries offers a dependable procurement service provider.
Most services provide strategic first-class know-how and excellence in operation, as well as, cutting-edge online purchasing solutions. Selecting an efficient service transmutes to a smart business decision for driving growth and profit for your firm in a demanding business environment.
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Within the Controlling a Stage process, it is vital that any work to create the specialist products must not start unless the work package has been authorized by the project manager, for if the team made their own decisions about when and what work should start, then chaos would ensue.
Therefore, work packages are used to define and control work that needs to be done and to optionally set tolerances or the team manager. The work package is used to pass responsibility for the work to be carried out to the team manager or the team members themselves, and are used within the Managing Product Delivery process.
A work package can be done informally or formally dependent upon the nature of the project, and it should include the work to create one or more specialist products. Such a work package may include sections from, or reference to, the project plan, stage plan or project initiation documentation.
The project initiation documentation should also be exam and to note the project controls required with regard to progress reporting arrangements, the quality standards that must be met, and these are defined within the quality management strategy, and if any products are to be handed over after approval during the stage. The configuration management strategy will lay out any Handover procedures. The project manager is responsible for the activity of authorize a work package, and this will be the first activity within a stage. Work packages may be given out singularly or several at a time, and every work package must contain at least one product description. The team manager will optionally produce a team plan, and this will cover the execution of one or more work packages. Whenever the project manager takes corrective action normally in response to an issue or risk, then this may result in the issue of a new, or a modified work package. Each work package must be reviewed with the team manager to ensure that they have accepted it and that they are authorize to begin work.
If a team managers team plan has been created then they should be reviewed by the project manager, or at least the milestone extract from it if the team plan contents should not be seen by the project manager. As a result of accepting a work package, it may be necessary to update the stage plan, the configuration item records to show the status of the work package products are now under creation, the plans quality management activities should be updated with in the quality register, and if required the risk and issue registers should also be updated as laid out within the risk management strategy and the configuration management strategy. Of particular importance is the project assurance should be consulted to ensure that the selected quality reviewers are acceptable to both from a knowledge, skills and experience perspective and that they are suitably independent from those who are to create the products. The team manager will produce checkpoint reports at the frequency and formality laid down within each work package. The project manager will use these to ensure that the work package and hence the stage, is on track to deliver on time, budget, and within tolerance.
As an absolute minimum, the project manager may give out one work package whose scope covers the creation of all of the products within that stage. But normally this is not the case as there is usually a logical sequence within which the work and product creation must adhere to. So it is highly likely that several work packages will be authorized by the project manager in either a parallel or series fashion. Suppose for example that the project manager has several teams are working within a particular stage, it is highly likely that the project manager will want to specify the exact work and products to be created by each team, and will therefore issue more than one work package at the same point in time.
The project manager will be using the checkpoint reports as one of the main inputs to creating the regular highlight report that was agreed with the project board at stage approval time. The checkpoint reports will contain the information, structure and format as laid down within the work package. The project manager will want to collect actual information such as work effort, cost, and the duration of the work activities. If this is being done via time sheets, then it is likely that project support a will aggregate and report such information to the project manager. The project manager will also want to know that the products are fully complete and that they are being produced to the right level of quality. The project manager will want to check that the right tests are being done at the right time by the right people. In addition, the project manager will readily check the contents of the quality register which describes what actions have been taken and what the true status of each product is. Put simply, each product is first created, then tested, then checked that it meets the quality criteria, and if it passes, that the right individual has authorized the product as complete.
The purpose of the quality theme is to define and implement the means by which the project will verify that products are fit for purpose.
FORFIRM focus on product principal to its approach to quality and govern systematic activities to:
Output
The purpose of the plan theme is to facilitate communication and control by defining the means of delivering the products. FORFIRM plan approach is product centric having the benefit of clearly and consistently identifying and documenting the products to be produced by the plan and the interdependencies between them: this reduces the risk of important scope aspects being neglected or overlooked.
Output
The purpose of the risk is to identify, access and control uncertainty and, as a result, improve the ability of the project to succeed.
Output
The purpose of change theme is to identity, assess and control any potential and approved changes to the project baselines.
The project needs a systematic approach to the identification, assessment and control of issues that may result in change. Issue and change control is a continual activity, performed throughout the life of the project.
The changes are identified as issue to cover any relevant event that has happened, was not planned and requires management action during the project. Issues may be raised at any time during the project by anyone with an interest in the project or its outcome.
After the issue has been identified and captured, there needs to be a controlled process for assessing the issue and determining what action to take in response. The response to an issue might be to change some dimension of the project’s time, cost and scope and there are only two reasons to implement a change: to introduce a new benefit or to protect an existing benefit.
The purpose of the closing a project process is to provide a fixed point at which acceptance of the project product is confirmed and to recognise that objectives have been achieved (or approved changes to the objectives have been achieved), or that the project has nothing more to contribute.
The objective of the closing a project process is to:
