Our client provides an end-to-end solutions in the fraud digital identity intelligence and trust decisioning space within the Finance and e-Commerce markets. Their business was growing at pace but they were facing challenges in pre-sales scope control and program management trust and execution.

Our client was in danger of loosing their delivery contract with a major customer. They needed to bring in experienced relationship and program management professional to re-establish trust with the customer, re-set expectations and successfully execute their platform delivery.

An experienced technical program manager was assigned the task in decomposing the current state of the program, realigning the delivery expectation and executing the program plan to deliver to expectations.
The systematic approach taken was:
1) Review of pre-sales technical scope and delivery dates.
2) Comparison against customer expectations and understanding of technical scope.
3) Re-baseline the scope based on actual need and capability to deliver
4) Re-establish an achievable delivery schedule to meet the MVP
5) Manage the delivery schedule

The initial engagement was fraught with conflict. We had to overcome the increasing level of mistrust brought about by poor communication and expectation setting. By showing an empathetic yet impartial view of the program state we were able to clearly articulate the mismatch in expectation verses capability to deliver. The scope was refined to a MVP acceptable to the customers needs and a new delivery timeline generated that was achievable with the correct prioritisation of features through the customer’s agile development process. Our program manager made sure that he was on-site with the customer as much as possible, making sure that there was a transparent communication path and heading off potential risks and issues before they became problematic.
In this manner we were able to restore the end customers confidence in our clients capability to deliver their platform. We also mentored the customer program and development teams in more direct and transparent relationship management and communication to be utilised across their deployment teams.

Value was delivered by;
-Improved project estimation and delivery capability (right first time)
-Improved credibility with and confidence from across the business
-Improved delivery efficiency and effectiveness from clarity around process performance
-Improved financial control and predictability in delivery
-Improving customer and colleague service and satisfaction

Pains relieved included;
-Lack of subject matter expertise and experience
-Lack of clarity or understanding on operational readiness requirements
-Weak project prioritisation, approval, compliance and sponsorship
-Poor project/portfolio pipeline planning and estimation process

• program management
• Customer Relationship Management

• Accelerated Solution Delivery