A major Government Department had an urgent requirement for a consulting team to analyse and implement its new IT strategy through planning, setup and management of a large strategic program of works which aligned IT with the needs of public engagement and supported the agency’s 21st Century Strategy model. A major Government Department had an urgent requirement for a consulting team to analyse and implement its new IT strategy through planning, setup and management of a large strategic program of works which aligned IT with the needs of public engagement and supported the agency’s 21st Century Strategy model.
Starting off with an analysis of the IT strategy and subsequent maturity assessments, this program of works served to create a professional portfolio/program/project environment and embed solid workflow and governance processes that helped the Department deal with prioritising, streamlining and funding its IT projects/programs.
Phase I of the program saw the engagement of Project Managers and specialists to man the 20 projects and supporting tasks (frameworks, practices and processes). This formed the basis for the establishment of a Portfolio Management Office (PMO).
Phase II encompassed transition requirements and implementation works, including the setup and management of the PMO, comprehensive communication and change management and handover of the following scope to the newly formed PMO:
Bi-weekly progress meetings were held with the management team to discuss ongoing alignment with the IT Strategy, as well as general progress, key findings, risks and issues. High-level Dashboard Reports were provided for the executive team.
This consulting engagement was successful because the consulting team took the time to understand the specific characteristics of the Department and focused on a tailored approach which guaranteed results for the organisation.
The executive key stakeholders were very pleased with the way in which the program was run, to such an extent that it was considered to have the program serve as a blueprint for the entire Department.
The PMO was incorporated successfully and all frameworks, tools, processes and templates were signed off. Knowledge transfer to staff was very efficient; all relevant staff were involved from day one and roles and objectives were communicated clearly.
An additional outcome was the fact that a truly collaborative spirit had been created across silos. All recommendations and frameworks were subsequently managed through the PMO and the business areas.
The trust and confidence that Cathara’s staff have for them, their regular contact, and making themselves readilaccessible, results in their maintaining a close knowledge and awareness of project and account activities