Transformation project management · Atlantic CanadaWe run your transformation project, from inception to execution.
A vendor picked, a budget approved, and nobody whose whole job is to make it land. We come in as the project manager for your digital transformation or AI rollout, at whatever point you are at, and stay until it is running in your business. Think of us as the second pilot on the project: the vendor and the tool do the flying, we make sure it lands. Agile where it helps, proper governance where it matters, and a person signing everything that counts.
What we take on
Inception to execution, or any stretch of it.
01
Inception
Charter, scope, success measures and a realistic budget, written down before anyone buys anything. If you have not chosen a vendor yet, this is where our Architecture and Vendor Selection stage plugs in.
02
Planning and governance
A plan with milestones, owners and dates. A RACI so nobody guesses who decides. A risk register reviewed every week. Change control, so scope creep is a decision and not a surprise.
03
Delivery, on an agile cadence
Two-week iterations with a prioritized backlog, working increments your team can see and test, a standing review, and a retrospective that actually changes the next iteration.
04
Vendor management
The statement of work read line by line. Change requests challenged. Invoices checked against what was delivered. One person your vendor answers to, and one you escalate to.
05
Adoption
Training, communications and the adoption measures from our Change and Enablement stage, run alongside delivery rather than bolted on at the end.
06
Hand-off
A runbook: what the system does, where it gets things wrong, how to switch it off. The KPIs pass into Value Realization if you run it. If we vanished the day after, your team could still fly it.
How we work
Agile principles inside a governed frame.
Agile principles, applied honestly.
Short iterations, working results over long documents, and priorities that change when the facts do. Not a ceremony imported from a software firm; the parts that make a small organization’s project land.
Recognized methodology where it earns its keep.
PRINCE2 for governance, SAFe when more than one team or vendor has to move together, Agile for the cadence, ADKAR for the people, all held as certifications on the team. Chosen per project and sized to a 10 to 200 person organization: enough governance to defend a decision, not so much that the project becomes the paperwork.
A written weekly status.
One page: done, next, blocked, decisions needed, money spent against budget. Plain language, sent whether the week was good or not.
A person signs what matters.
Anything that moves money, data or someone’s job gets a human check before it goes live. The same rule as every Aurenia engagement.
You keep the controls.
We build your team’s ability to run it, not their dependence on us.
Where it fits
Come in at inception, or drop in mid-flight.
From inception
You have a problem and a budget and nothing else yet. We run the project from the charter onward, and our Diagnostic, Discovery, Strategy, Roadmap and Business Case stages can run inside it so the decisions are written down before the spend starts.
Mid-flight
The vendor is chosen, or the project has stalled. A short assessment of the plan, the budget and the vendor relationship, a written recommendation, and then we take the plan over if you want us to.
AI rollouts
A Claude Team rollout, a new CRM, an ERP replacement or a traceability system follow the same discipline: approval mode for anything that moves money or data, a runbook, and a person who can switch it off.
Foundations
Built on PRINCE2, SAFe, Agile and ADKAR.
The Aurenia team holds certifications in all four. We draw on them per project, never all at once: each project gets the parts that fit its size and its risk, and the plan says which.
PRINCE2
Certified on the team
The governance spine: a business justification that is checked at every stage, defined roles so nobody guesses who decides, stage gates, and managing by exception so the owner hears about the things that need the owner.
SAFe
Certified on the team
For when more than one team, vendor or department has to move together: a shared cadence, planning increments that line the workstreams up, and one view of dependencies across all of them.
Agile
Certified on the team
The delivery rhythm: short iterations, a prioritized backlog, working increments the team can test, reviews and retrospectives. Scrum or Kanban depending on how the work actually arrives.
ADKAR
Certified on the team
The people side, from Prosci: awareness, desire, knowledge, ability, reinforcement. Adoption is planned and measured from the first week, not hoped for at go-live.
How we keep the register
RAID lists what could go wrong. CREW is who gets it right.
Every project runs on the CREW register, our positive RAID: dependencies become Collaboration, risks become Readiness, assumptions need Evidence, and issues leave as Wins. Every entry keeps every field a RAID entry has, so the posture changes and the discipline does not, and your PMO can still have a RAID view. The weekly status is the register read aloud.
- C Collaboration
- R Readiness
- E Evidence
- W Wins
Where the experience comes from
Projects delivered at global scale, run here at Atlantic Canada scale.
The people who run your project have run programmes inside global organizations across beverage, apparel, manufacturing, heavy equipment, healthcare and financial services. Those are career credentials, not Aurenia clients, and they are why a 10 to 200 person organization gets a plan, a status and a governance frame that would hold up in a much bigger room. Behind the lead there is a bench of senior delivery people, brought in as the project needs them.
Career credentials of the team
- AB InBev
- Olands Brewery
- Amsterdam Brewhouse
- PepsiCo
- Gildan
- Atlantic Packaging
- Toromont CAT
- Kenworth Trucks
- GE Medical
- CIBC Wood Gundy
- Manulife Financial
- TD Waterhouse
Who it is for
Organizations of 10 to 200 people with a project and no project manager.
Businesses, nonprofits and associations across Atlantic Canada with a funded project (REGI, NBIF, Innovation PEI, InnovateNL, a bank, or the operating budget) and no one on staff whose job it is to make it land. A Saint John industrial supplier replacing its ERP, a Charlottetown processor installing traceability, a Fredericton association migrating its member platform, a Moncton distributor rolling out route software, a Halifax brokerage moving CRMs.
Where we run projects
What it costs
Priced per engagement.
Every project is a different size, so the price comes from the engagement: the scope, the duration and the hours a week it needs, set in the first conversation and written into the charter. The minimum term and the point at which we hand off are agreed the same way. There is no rate card on this page because a two-month CRM migration and a year-long ERP replacement are not the same job.
CBDC Consultant Advisory and ACOA REGI both fund advisory work in Atlantic Canada. We tell you which applies to your project before you commit.
See Atlantic Canada funding programs →Questions
The small print, in plain language.
Do you replace our vendor's project manager?
Agile or waterfall?
Can you start on a project that is already under way?
Do you run AI rollouts as well as software projects?
How is it priced?
Do we need to have done your other stages first?
Start with a 30-minute call.
Tell us where the project is, what has been decided and what has not. You leave with a scoped proposal, or with the honest answer that you do not need us.