Portfolio Management

Tier 1 International Airport

Portfolio Management Process Development

We worked  with key internal and external stakeholders to define and design a bespoke Portfolio Management Framework that compliments existing programme and project management frameworks.

Our approach consisted of four key phases:

• Assessed the existing portfolio management capability. We conducted interviews and desk based research to provide the Client with an unbiased assessment of their current capability.
• Defined the design principles for the Portfolio Management Framework. We clarified with the client team the core design principles for the framework.
•  We established a bespoke portfolio management framework, ensuring this fully aligned with the MoP  practices, key processes and products.
• Prepared  for framework implementation. We provided the client with guidance on implementation approaches, highlighting challenges and decisions required.

Programme Delivery

Tier 1 Telecoms Company

Complex Programme Support

Our first challenge was to establish control over the programme without over-burdening already busy teams. This was achieved by establishing a hub-and-spoke PMO.  These small but highly capable teams acted not just in a conventional PMO capacity, but also as constituent parts of a central control and reporting function and also in direct support of programme leaders.

Once controls were established, we worked with client colleagues to develop the disciplines essential to success in any complex transformational programme, such as benefits realisation management, rigorous change control and the re-application of lessons learned.

We helped change the prevalent view of business cases as purely financial, investment decision-making tools to a more rounded view covering strategic alignment, delivery feasibility and affordability and commercial viability.

Change Management

Tier 1 Telecoms Company

Growth Programme Support

We supported a major Telecoms Blue-Chip investment programme which aimed to double the size of the business across the EMEA region.

The key challenges for this programme included:

• The recruitment of 170 new people in the region, across multiple grades and markets.
• The accelerated roll out of a new product portfolio, with enhancements to local products and services.
• Major investment in infrastructure.
• The launch of new products and services into each of the focus countries within the region to enhance delivery capabilities for services.

Target Operating Model

Central Government Department

Target Operating Model development

 We supported the design and establishment of a new executive non-departmental public body (NDPB).  This work was composed of a number of workstreams:

• Selection campaign for the recruitment of the NDPB Chair and Board:  We defined the job specifications of Board members and managed the recruitment of the Chair and non-executive members.
• Business model definition and organisation design:  We articulated a business model and detailed an operating model for the new body.  This work also included the detailed design of the organisation structure and its constituent teams.
• Defining estate and ICT requirements:  We worked with a range of internal and external stakeholders to define and procure the NDPB’s infrastructure requirements.
• Stakeholder engagement:  We set up and chaired a series of consultations with key industry stakeholders to agree on plans for defining and setting up the NDPB.
• Supporting the legislative process:  We worked closely with the Legislation Team to draft legal instructions and brief key stakeholders throughout the legislative process.
• Transition and implementation planning:  Throughout the engagement, we worked with the Client’s Project Management Office to develop plans for the design and establishment of the NDPB.