What we delivered: 1. Programme Leadership: Project One provided strong leadership that combined commercial and technical understanding to support the business in making the right decisions. 2. Technical plus Business Change: We ensured that the technical delivery was done in conjunction with business change so that the new systems and processes could be efficiently operated to generate business benefits. 3. Communication: We joined up different parts of Harrods that traditionally worked and operated independently. Engaging and timely communication was the glue that held the programme together. 4. Programme Delivery: We drove the delivery of the transformation by setting up and executing a set of integrated workstreams, plans, risks and issues. 5. Structure: We created a structure that covered all aspects of the delivery and ensured accountability for all aspects of the programme. We provided weekly board updates and ensured all members of the team and business areas had weekly updated information on the programme RAG, risks and issues.
“It was impressive how the Project One individuals came on board of our fast-moving train. They plugged in our capability gap with specific skills and got up-to-speed very quickly. They turned up on Monday and started adding value by 10:00am.” Jonathan Manley, IT Director.
6. Governance: We created governance forums for business and technical decisions at Harrods. 7. Vendor Management: We inducted and managed the key vendors developing and testing the key platform systems, constantly challenging them and directing their energies in areas that supported the overall goals. 8. Standards: We upgraded project and programme management standards and established the testing function, introducing best practice processes.
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