The Situation


The client had a digital transformation taking an on-premise system into a new cloud implementation. The user base was circa 20k and across several countries. It had a business case approved that was found to be in need of additional funding for unknown cost elements that appeared later. The programme team was deliberately skinny to face-off to a larger supplier team from the prime implementation partner. The client / partner relationship was strained with a number of deliverables missed, stages late and costs increased.

  

The Task


The task was to enable the project governance and controls across the programme to provide a firmer basis for managing the workstreams, project deliverables, dependencies and plans. All of which to be achieved with a skinny team against a larger supplier pool.

  

The Action / Approach


The actions I took targeted specifically the engine room of the governance and control to focus limited resource and targeted effort in the areas that would give the biggest cross-programme impact.

-I increased quality of oversight, governance, control and delivery performance through implementing revised MI targeting performance metrics on aged risks / issues and deliverable due dates.
-This was supported by efficient and effective project performance, assurance and PMO controls that communicated across the programme the current priorities and goals to drive towards each week
- Behaviour changes introduced to start using the language of days until the next deliverables, and focusing on working days until...

  

The Result


The results achieved were evident from the first weeks with:
-Tangible improved delivery efficiency and effectiveness achieved through clarity around process performance and who is doing what by when
-Tighter understanding and controls provided the Improved financial control and predictability in delivery because there were numbers applied to things - number of days open, days until next milestone, etc
-The clarity and understanding of improvements enabled Improved project estimation and delivery capability, resulting in getting it right first time more often

For the leadership team the pains relieved included;
-The Fog of delivery removed with the lack of clarity or understanding on operational readiness requirements
-The resource headlock of justifications broken and speed to recruit lifted, the lack of subject matter expertise and experience got vastly better
-All of this was now possible through the removal of poor communication of requirements, progress and expectations across the team


Focus In On: Responsible for Project and Programme Delivery

New Areas of Value:
Improved delivery efficiency and effectiveness from clarity around process performance

  - Reveal / Hide Related Delivery Services


Improved financial control and predictability in delivery

  - Reveal / Hide Related Delivery Services


Improved project estimation and delivery capability (right first time)

  - Reveal / Hide Related Delivery Services



Improvements around:
Lack of clarity or understanding on operational readiness requirements

  - Reveal / Hide Related Delivery Services


Lack of subject matter expertise and experience

  - Reveal / Hide Related Delivery Services


Poor communication of requirements, progress and expectations

  - Reveal / Hide Related Delivery Services





Relevant Skills



Relevant Business Perspectives