DRIVING BUSINESS AGILITY
AND PERFORMANCE
Case Study: Establishing a Transformation
Office and Operating Model
CHALLENGE:
Embarking on a three year
whole of business
transformation programme.
Needed to rapidly improve
capability across portfolio,
programme & project
management.
Regional location required
a trusted partner to deliver
capability and work to
transition to the
organisation.
RESULT:
Established an Enterprise
Delivery Office, staffed with
a high calibre team and
launched a new
organisation-wide project
management framework.
Designed the
transformation function to
best support delivery of the
transformation portfolio and
integration with the
business.
Reshaped the portfolio after
conducting a detailed “stop-
pause-continue” review.
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CHALLENGE
With significant change impacting this industry, our client embarked on a multi-year
transformation programme, impacting all parts of the business. To support this change, a
new Enterprise Delivery Office, Project Delivery Framework and Transformation Function
were required. PM-Partners group were engaged to ensure these were established
successfully. Central to the engagement was ensuring that the right roles and capabilities
were in place to drive a focus on benefits, governance and delivery while not impacting
business as usual operations.
SOLUTION
» PM-Partners initially provided a managed service to establish and operate the new
Enterprise Delivery Office
» Created a fit for purpose delivery framework, governance model and project controls
with particular focus on accurate reporting, from project-level status reports through to
monthly board reports
» Provided targeted project resourcing to ensure that key projects and programmes were
staffed with experienced project delivery professionals
» Worked with the head of transformation and the executive leadership team to develop
the target Transformation Operating Model
Our approach:
» Deployed a team of experienced delivery and benefits management consultants
supported by an experienced transformation consultant
» Reviewed all current project/PMO control areas and designed an uplift roadmap
» Established a new executive-level Portfolio Steering Committee to review and direct a
$200m+ transformation portfolio
» Reviewed all current 3 year plan projects and provided a go-to-green remediation plan
where needed, including “stop” or “pause” where appropriate
BENEFIT / RESULT
» A new framework and team to support project delivery across the organisation
» A redefined portfolio of key programmes aligned to the new strategy
» Accelerated mobilisation of resources to implement the 3 year programme of work with
appropriate controls to reduce risk and deliver solid and predictable outcomes
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