The Situation

A major BI initiative for the BP Lubricants organisation globally, the programme, which was in the throes of development and initial deployment was floundering to achieve traction in the pilot countries. There was a requirement to assess the services vendor who were running the programme and subsequently take on the management of the initiative. This then led the team back to full life cycle from initial concepts and design through to global deployment and implementation

The Task

Initially acted as an external consultant to ‘police’ the off-shore project team and subsequently recommend a revised course of action for the programme. Highlighting areas of concern, Initiating rescue/ turnaround and restructuring the Programme organisationand once complete, the subsequent management of development and deployment of the global solution. Then went to create the next phaseof the programme.

The Action / Approach

Managed the design and development phase to create the global deployment template.

• Initially acted as an external consultant to ‘police’ the off-shore project team, instrumental in highlighting areas of concern, initiating rescue/ turnaround of project and the restructuring of Programme organisation.

• Managed several, country-based deployments including substantive local developments and implementations.

• Substantial Stakeholder management of central management and that of local C-Suite level management.

• Agreeing process, procedures and calculation methodologies for Phase 2 KPI development.

• Leading up the Phase 2 development and deployment of Wave across the globe.

• Managed local and central UAT exercise for local and functional users.

The Result

A successful turnaround of a failing programme and deployment of the global template in Malaysia, Singapore, Japan, China, Thailand Australia, Europe and the rest of the world. This led to initiation, development and deployment of agreed ‘Wave’ 2 KPI’s.

Resulting savings to the organisation of circa. $30 million plus per annum.