The Situation


Programme Director: I'm almost a Billion underspent on my Programme and 9 months late.

A large global fund was almost a year into its four year programme and was underspent by quite a large number. The ask was "how can I speed up the programme and increase spend dramatically." (Global aid money, so increasing spend was a positive thing).


  

The Task


My task in joining this programme was:
- to organise the procurement team
- establish a programme plan for a series of procurements to enable them to progress as quickly and as possible
- optimise the projects to enable the spend profile to increase rapidly
- build the capability for the procurement team to manage the programmes going forwards

  

The Action / Approach


I joined the team and got to work on raising morale, they were very busy doing stuff but deflated with their progress to date and spinning their wheels in terms of tackling the problems causing the delays
I got the programme leads to share their key dates and profiles of their programmes with spend targets and built relationships with the projects delivering the outcomes
I established a weekly report for the procurement programme that painted the picture of the target versus the progress with our achievements highlighted and glide path for progress
I educated the team on the value of forward thinking of blockers in our way, and I put in place a risks and issues log to prioritise the key blockers to communicate to others and manage progress against as a team

  

The Result


The procurement team identified 4 key projects that would enable over £600m of spend to be released within 6m closing the underspend significantly.
The programme planning work highlighted significant under-resource in key teams which was limiting the ability to parallel run the procurements slowing down the spend.
The prioritisation criteria introduced identified the order in which the 18 programmes could be structured to get the spend profile back on track
The risk and issues management process highlighted a specific governance gap that was increasing the lead time to releasing ITTs by over 8 months
And finally, the team morale increased with more interaction and even team lunches established! :-)


Focus In On: Responsible for Business Architecture

New Areas of Value:
Optimise service efficiency and effectiveness

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Evolving and governing the design of the business

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Design and maintain the future roadmap of the business

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Communicate business capabilities, maturity and the value of architecture

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Provide strategic and operational business decision support

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Drive innovation for competitive advantage

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Improvements around:
Lack of ownership

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Lack of knowledge transfer

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Getting a seat at the right table

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Political and cultural resistance

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Relevant Skills



Relevant Business Perspectives