Increasing the effectiveness of project delivery
Typical Benefits
As organisations begin to adopt the new ways of working they need to ensure that their ability to effectively deliver change is not impacted during this transition. New ways of working, such as agile, require constant tweaking and refinement to optimise the organisations capacity and capability to effectively deliver change. The Woodhurst Blueprint for increasing the effectiveness of project delivery results in a number of improvements:
-Higher proportion of projects fit for purpose, on time and on budget
-Improved delivery efficiency and effectiveness from clarity around process performance
-Improved financial control and predictability in delivery
-Improved credibility with and confidence from across the business
-Improved influence with suppliers
-Improved project estimation and delivery capability (right first time)
-Improving customer and colleague service and satisfaction
-Able to Clearly Demonstrate Value to the Business
-Greater acceptance of change – quicker to implement new changes
-Improved support of Business Directives
-Validation of the IT Change Strategy
Issues and pain points that are typically addressed using the Woodhurst Blueprint:
-Poor project/portfolio pipeline planning and estimation process
-Weak project prioritisation, approval, compliance and sponsorship
-Business restructure or reprioritisations
-Lack of clarity or understanding on operational readiness requirements
-Lack of subject matter expertise and experience
-Poor communication of requirements, progress and expectations
Overview
The Woodhurst Blueprint promotes:
-Controlling costs and delivery without compromising quality
-Operate in an open risks culture
-Increased planning and forecasting efficiency and effectiveness
-Increased visibility of benefits realised from delivery of projects
-Increased transparency of costs / effort
-Having the right capabilities and capacity to deliver
-Capability to demonstrate the benefits realised and ROI
-Increased confidence from the business
-Increased Ambition in Business Case Funding
-Validation of alignment with Business Strategy
-Increased quality of oversight, governance, control and delivery performance.
-Efficient and Effective project performance, assurance and PMO controls
Focus In On: Responsible for Project and Programme Delivery
New Areas of Value:
Higher proportion of projects fit for purpose, on time and on budget
Higher delivery efficiency and effectiveness from clarity around process performance
Greater financial control and predictability in delivery
Increased credibility with and confidence from across the business
Increased influence with suppliers
Improved project estimation and delivery capability (right first time)
Improved customer and colleague service and satisfaction
Ability to clearly demonstrate value to the business
Greater acceptance of change – quicker to implement new changes
Better support of business directives
Validation of the IT change strategy
Improvements around:
Poor project/portfolio pipeline planning and estimation process
Weak project prioritisation, approval, compliance and sponsorship
Disruption from business restructure or reprioritisations
Lack of clarity or understanding on operational readiness requirements
Lack of subject matter expertise and experience
Poor communication of requirements, progress and expectations