Our Services

Management Consulting

Where an organization performs within an industry or market is a direct reflection of the managerial skills and expertise available to that organization.  Managerial skills and expertise come from both internal (organizational executives and managers) and external sources (management consultants).  Travers Consulting partners with our clients to provide managerial skills and expertise by leveraging our external management consulting knowledge.  Below is a listing of our management consulting services.

Strategy Development and Planning

An organization’s strategy defines what the organization is doing or will do in the future, along with how it will accomplish these strategic tasks.  All organizations have a strategy, whether they know it or not (Mintzberg, 1973).  A planned strategy is one where the organization has formally developed a published strategic plan.  An emergent strategy is a strategy that develops over time.  So, if your organization has developed a formal strategic plan the emergent strategy is the one that results from the implementation of the formal strategic plan.  You should expect that the planned strategy and the emergent strategy will be different.  How different depends on how well the plan was designed and how well organizational governance mechanisms encouraged stakeholder behaviors to support the planned strategy.  What if your organization does not have a formal strategic plan?  You still have a strategy, an emergent one, that is based on organizational culture and norms of behavior. 

Travers Consulting can analyze your organization to identify the current emergent strategy.  If you have a formal planned strategy, we can compare the emergent to the planned strategy to identify implementation gaps.  If you don’t have a formal planned strategy, we can assist you with developing, implementing, and monitoring one.

IT Governance

Organizations that follow a planned strategy with above-average IT governance have higher financial performance (up to 20%) than organizations with below-average IT governance (Weill & Ross, 2004).  Strategy is an input to IT governance design.  The components of IT governance are strategic direction, policies and procedures, control and accountability systems, risk management, and performance management (Webb, Pollard, & Ridley, 2006).  IT governance mechanisms (e.g. committees) provide support to the organizational and IT strategy by shepherding the behaviors of organizational members to support strategic goals.  Behavior not strategy provides the largest value to organizations, thus IT governance is the best predictor of generated IT value from IT assets (Weill & Ross, 2004).

Travers Consulting can be your partner to strengthen your IT governance structure with the expected result of higher performance.

Project Management

The success or failure of organizational projects depend heavily on the skills of the project manager.  Commonly, individuals who are tasked with project management responsibilities only have a rudimentary understanding of what project management is and the structure it provides.  Project management is a human activity where the project manager uses their influence to control costs and quality against a time constraint (Atkinson, 1999). 

While the project manager takes responsibility for executing the project, there are organizational capabilities that also impact the success of a project.  For example, the maturity level of organizational project management processes.  There are five maturity levels for organizational project management (Albrecht & Spang, 2014).  Level 1 consists of informal, ad-hoc project management process while Level 5 represents a project management program that is formal, structured, and continuously improves.  The assumption is that the higher the maturity level, the more likely projects will achieve successful outcomes.  Albrecht and Spang (2014) questioned the logic of higher maturity equals more success and found this assumption to be situational.  The situational component of Albrecht and Spang’s research was project complexity impacted the interaction of project stakeholders and thus required a minimum level of maturity to be successful.  However, this was not the same for small or low complexity projects.  A higher level of project management maturity is more likely to impede the project than support the project for success (Albrecht & Spang, 2014).  So it is important for the project manager to understand how organizational project management processes should be adjusted based on project complexity (one size does not fit all). 

Travers Consulting understands the role of the project manager in the success of a project.  We keep up with the latest academic and practitioner research to ensure quality consulting services and to collect knowledge items such as high-level organizational project management maturity does not always equal project success.


Software Development

These days most consulting companies offer software development services.  We offer a similar set of software development skills such as Java, C++, C Sharp, analytics, artificial intelligence, web development, mobile app development, and integration.  What makes us different from our competitors is our strategy to focus only on healthcare industry solutions and to integrate our management consulting knowledge into each software package.  Our tacit skills and knowledge of healthcare are a competitive advantage which we leverage extensively for our clients.

Travers Consulting provides a vast array of custom software development services.  Let’s discuss your needs and identify how we can add value to your organization.


IT Outsourcing

Organizations have limited resources and focus (Bourgeois, 1981; Cummings & Worley, 2014; Hannan & Freeman, 1977, 1993; Nutt, 1999; Schein, 2010; Stinchcombe & March, 1965).  Each organizational task that is does not facilitate the mission of the organization takes resources away from mission critical, value driven activities.  Outsourcing has always been an option, but it was not until the 1980s that it began to grow and capture our attention.  During the 1990s outsourcing peaked and has stabilized as a necessary component of organizations.  No longer are the boundaries of the organization limited to internal functional units.  Today it is a common tenant to outsource all/most non-core organizational activities.  Commonly these activities in the healthcare provider industry have been human resources, payroll, hospital and professional billing, clinical staff augmentation, and information technology.  By outsourcing, organizations are able to acquire non-core resources at market value and quality at levels equal to their competitors.

Travers Consulting provides IT outsourcing for training, report development, desktop support, and help desk services.



Albrecht, J. C., & Spang, K. (2014). Linking the benefits of project management maturity to project complexity: Insights from a multiple case study. International Journal of Managing Projects in Business, 7(2), 285-301.

Atkinson, R. (1999). Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria. International journal of project management, 17(6), 337-342.

Bourgeois, L. J. (1981). On the Measurement of Organizational Slack. The Academy of Management Review, 6(1). doi:10.2307/257138

Cummings, T., & Worley, C. (2014). Organization development and change: Cengage learning.

Hannan, M. T., & Freeman, J. (1977). The population ecology of organizations. American journal of Sociology, 929-964.

Hannan, M. T., & Freeman, J. (1993). Organizational ecology: Harvard University Press.

Mintzberg, H. (1973). Strategy-making in three modes. California Management Review, 16(2), 44-53.

Nutt, P. C. (1999). Surprising but true: Half the decisions in organizations fail. Academy of Management Perspectives, 13(4), 75-90. doi:10.5465/ame.1999.2570556

Schein, E. H. (2010). Organizational culture and leadership (Vol. 2): John Wiley & Sons.

Stinchcombe, A. L., & March, J. (1965). Social structure and organizations. Advances in Strategic Management, 17, 229-259.

Webb, P., Pollard, C., & Ridley, G. (2006). Attempting to define IT governance: Wisdom or folly? Paper presented at the Proceedings of the 39th Annual Hawaii International Conference on System Sciences (HICSS'06).

Weill, P., & Ross, J. W. (2004). IT governance: How top performers manage IT decision rights for superior results: Harvard Business Press.