Programme Team

Summary

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.

Our approach

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.

Here’s how we work

1. A clear vision of outcomes and changes needed by the business
2. Managing benefits v. cost v. risk
3. Co-ordinating interdependencies between projects and their respective goals
4. Managing stakeholders and creating consensus
5. Encouraging dialogue, the raising of concerns and their resolution through collaboration
6. Utilising the whole programme team as an early warning system for resolving risks and issues before any impact with consequence could take effect
7. Managing the transition

Our experience

To demonstrate what a high-performing delivery team can achieve, we have outlined different challenges that have been successfully addressed by our team.

Challenge 1

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.

• Stakeholder identification, mapping, engagement and effective management with a clear explanation of the problem we needed to fix. Identifying the risk to the organisation if we did nothing, creating the realisation of how critical the changes actually were.
• Keeping our word and delivering changes without impacting services by doing the legwork and finding efficient ways to mitigate any eventuality will ensure the changes would go to plan.
• Delivering added value by fixing other issues on site that we found along the way and ensuring security protocols were in place creating goodwill and wider recognition.

Challenge 2

The organisation had stretched resources, therefore the programme would undoubtedly add further pressure on these resources.

• Effective engagement with Business Owners and their teams.
• Start with smaller pilots to build confidence and support.
• On-site and off-site support for implementations to reduce the impact on the Business.
• Enhanced controls and meticulously planned delivery, as well as contingencies and backout.

Challenge 3

Renowned for poor communication, the underlying business need was not understood even by some Executives.

• Clear articulation of the Business needs, tailored to the individual stakeholder.
• Senior stakeholder engagement and management (over engagement) and where necessary on a one-to-one basis.
• Regular and consistent stakeholder reporting at all levels with transparency on issues as well as successes.

Challenge 4

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.

• Detailed business engagement and planning as well as business involvement in governance.
• Enhanced implementation controls, setting new standards across the organisation.
• Managed conflict with last-minute, business-critical changes by flexing plans and leveraging on excellent stakeholder relationships to maintain the speed of change vs risk.