Spotlight on: Governance & Control
Spotlight on: Productivity Initiatives
Global
2011-2020+ All Areas
Global
2016-2020+
All Areas
Finance Transformation PMO (2018-2020) Challenge: Our customer needed to build capability within the Finance Transformation PMO as it was struggling to provide effective control, insight and reporting on this complex, multi-year, programme. Approach: Working with the PMO Director and Finance Transformation, Project One carried out a comprehensive review of existing PMO processes, toolsets and team capabilities. Industry best practice and experience was used to shape the right PMO solution; existing PMO frameworks were uplifted and pragmatically aligned with ADF methodology; a central programme plan for 2019 was created in parallel with the implementation of a semi- automated reporting dashboard integrated with SharePoint; and improved processes and work instructions were created to support audit reviews. Outcomes: The previously over-run PMO team now has more capacity for decision-making, strategic planning and quality assurance.
Productivity Initiatives The Challenge: The organisation launched an ambitious programme to significantly reduce its ongoing Selling, General & Administrative Expenses (SG&A) costs across the business through improved productivity. Approach: Project One provided portfolio and delivery leadership to the programme, including the identification and shaping of cost reduction initiatives, and coordinating and tracking the delivery of real benefits in the business itself. The initiative uses a hypothesis-led, data-driven and analytical approach to target savings opportunities, with emphasis on third party costs. Project One helped shape business cases to secure investment for a significant portfolio of productivity initiatives, coaching project managers to produce business cases that are high quality, with a focus on delivering clear and tangible value to the business. This has ensured project proposals can be consistently and thoroughly assessed by the Global CFO. Amongst the many business cases developed has been one to automate and AI-enable the handling of Adverse Events, Product Quality Complaints and Medical Information Requests to reduce cost and improve both compliance and customer service. Work has now been mobilised to deliver benefits over the next three years. Outcomes: To date the portfolio has driven $XXXm of cumulative benefit across 50+ initiatives with an ongoing run rate saving of $XXXm. Project One has supported this initiative throughout and will enable transition into a BAU mode in 2021 so that benefits can continue to be identified and accrued over the coming years.
“The high level of trust between us is something I really value and can easily say Project One has done an amazing job.” Finance Transformation Global PMO Manager
“Project One was instrumental to the enormous success of this programme,from
programme mobilisation, establishing Agile ways of working, implementing our analytics platform, managing the ‘day-to-
day’ project delivery across internal and external teams, and ensuring quality of outputs including
Global Finance Reporting Health check (2010-11) Challenge: The programme design phase for this $XXm Global Finance External Reporting Transformation Programme was complete but an approach to business change was required. In addition, the delivery plans were high risk, with no integrated view, and required an increase in drive behind Steering engagement and programme delivery. Approach: Project One defined the business change approach across central areas and the XXX global finance units, bringing clarity on how to set-up and deliver global business change effectively. We facilitated the development of a critical integrated plan, working with the Customer team and third parties to implement key governance changes, provide firm challenge and support key aspects of the programme that were at risk. Outcomes: All XXX reporting units were ready for Go Live as planned and senior management was able to make a positive Go Live decision, which proved that reporting units could use the new systems effectively. Successful month-end reporting greatly reduced the risks associated with meeting external reporting requirements at the half year.
multiple business cases.” Senior Director, Finance
“This programme has set the benchmark for Programme Governance.” FT Programme Director
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real change • real difference
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