What does Metatech's technology consulting include?
Metatech Perú's technology consulting covers the assessment of processes and systems, a prioritized roadmap, independent evaluation of vendors and solutions, and governance of execution through a PMO, risk management and technical oversight of delivery. It is carried out by professionals who also design and build systems, so recommendations account for how feasible they really are to implement.
Who it is for
- General management and boards that need a clear picture before investing.
- Technology and transformation areas with more initiatives than capacity to deliver them.
- Organizations that hire several vendors and need independent technical oversight.
The problem it solves
- A project portfolio with no prioritization, where everything is urgent and nothing gets finished.
- Technology purchasing decisions made on the basis of sales presentations.
- Projects that slip without anyone being able to explain the real status.
- Leadership that cannot translate business objectives into a technology plan.
How it works
Evidence-based assessment
We interview the people who run the processes and review the systems and available data. Conclusions rest on what we observe, not on assumptions.
Prioritization
We rank initiatives using criteria agreed with leadership. The result also includes what is decided not to do, and why.
Executable plan
Each initiative has scope, owner, dependencies, an estimate and a first verifiable deliverable in a short timeframe.
Execution governance
We track progress and risks with objective indicators, review the technical quality of what is delivered and escalate in time the decisions that belong to leadership.
What we deliver
- An assessment of processes, systems, data and team capabilities.
- A roadmap prioritized by impact, effort, dependency and risk.
- Business cases with explicit assumptions and measurable success criteria.
- Terms of reference and an evaluation matrix for vendor selection.
- Project management office (PMO): plan, tracking, risks, changes and executive reporting.
- Architecture governance: principles, design reviews and a decision log.
What it covers
When it makes sense
It makes sense when
- There is a significant investment decision and little clarity about the alternatives.
- Several projects compete for the same resources.
- A critical project needs oversight independent of the vendor delivering it.
- Leadership wants to adopt AI with defined risk and governance criteria.
Another option is better when
- The decision has already been made and only execution remains.
- A document is wanted to validate a conclusion defined in advance.
- Leadership is not willing to prioritize and discard initiatives.
Typical scenarios
AI and automation roadmap
Leadership wants to adopt AI. Candidate processes are assessed, those without enough data or volume are discarded, and a sequence of cases with measurable return is defined.
PMO for a transformation programme
A multi-vendor programme gets a project office that consolidates plans, controls dependencies and reports the real status to the steering committee.
Vendor evaluation
Before awarding a platform, proposals are compared with a technical and financial matrix and claims are validated through tests with real company cases.