Recovery of a RED RAG'd Programme and realisation of 15% savings in ongoing service
The Situation
A £250M Global Network replacement Programme on the Governments “Large Expiring Contracts” register was halted after the it’s assurance body gave it a RED rating. The Government Department leading the Programme needed to recover confidence, find a way to deliver business case objectives and ensure continuity of service for all worldwide users of the network.
The Task
I was asked to take responsibility for Programme Management with a remit to determine and deliver to a revised timetable for procuring and implementing a replacement service whilst ensuring continuity and quality of service with existing suppliers.
The Action / Approach
My primary areas of focus were on building capability, ensuring appropriate processes and controls, building stakeholder confidence and maintaining visibility and attention on the end goals. To enable this, I:-
-Introduced an agile approach to delivery with focus on near, medium and long term objectives
-Increased quality of oversight, governance, control and delivery performance.
-Ensured greater engagement and involvement of approval and assurance bodies at all stages
-Developed and implemented a communications strategy with all consumers of the existing and future network services
-Ensured regular validation of alignment with Business Strategy
The Result
The programme completed the procurement within the originally agreed revised timetable whilst at the same time reaching agreement with existing suppliers to ensure continuity of service, including a 15% reduction in like-for-like costs.
In terms of the Programme delivery approach, 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
-Able to Clearly Demonstrate Value to the Business
-Greater acceptance of change and quicker to implement new changes
Pains relieved included;
-Weak project prioritisation, approval, compliance and sponsorship
-Poor communication of requirements, progress and expectations
-Lack of subject matter expertise and experience
-Lack of clarity or understanding on operational readiness requirements
-Poor project/portfolio pipeline planning and estimation process
Focus In On: Responsible for Project and Programme Delivery
New Areas of Value:
Improved project estimation and delivery capability (right first time)
Increased credibility with and confidence from across the business
Higher delivery efficiency and effectiveness from clarity around process performance
Greater financial control and predictability in delivery
Improved customer and colleague service and satisfaction
Ability to clearly demonstrate value to the business
Greater acceptance of change – quicker to implement new changes
Validation of the IT change strategy
Improvements around:
Weak project prioritisation, approval, compliance and sponsorship
Poor communication of requirements, progress and expectations
Lack of subject matter expertise and experience
Lack of clarity or understanding on operational readiness requirements
Poor project/portfolio pipeline planning and estimation process
