Then you need our ready-formed business consultancy programme team to implement the project delivery for you.
Often companies onboard individuals to make up a programme and without knowing it, lose time and productivity in getting the new resources to work together effectively. Onboarding a ready-formed team like ours can avoid this hidden cost.
Individual Programmes would be managed by ensuring critical success factors (CSFs) are met. These vary by Programmes depending on size and complexity, furthermore, they would also depend on a combination of challenges that a Programme would encounter.
A high performing business consultancy programme team would be seen as the glue. The glue between business and IT to ensure business strategy and IT security is brought together to deliver successfully against defined joined up outcomes. It’s also the glue between the business and the many third parties required to deliver the programme outcomes ensuring every party is orchestrated to perform their tasks when required and to the defined standards. This introduces the principle of ‘Pure Waterfall Vs Iterative’. Often practitioners will argue what is the best approach without considering the individual circumstances of the organisation and the programme instead of looking at how to acceler8 delivery by defining the detail as you move forward through the journey, at the same time, holding people accountable against what they asked for.
A “one size fits all” approach doesn’t work for any business. We apply best practice in a way that suits the organisation taking into account maturity, in addition to culture and incumbent expertise. We’re a focused team that dedicates its time on key projects, achieving our set goals. If we come across new challenges, we don’t just stop, we carry on delivering until we define a new path.
Each Programme would require the organisation’s blueprint – your Target Operating Model (TOM). A guide of what’s required to achieve in the first instance. As the team progresses there might be a need to further refine the TOM through the design and delivery. Furthermore, if you don’t have a TOM we work with you to define it. Though this may seem like additional work, it saves time and costs down the line.
To demonstrate what a high-performing delivery team can achieve, we have outlined different challenges that have been successfully addressed by our team.
The business did not want any change that would disrupt service. Not perceived as critical to the core business resulted in little appetite for these IT changes.
The organisation had stretched resources, therefore the programme would undoubtedly add further pressure on these resources.
Renowned for poor communication, the underlying business need was not understood even by some Executives.
Controls were in place to assure the introduction of change, however, the impact of outage was so high there was resistance within the Business to accept these changes.