Spotlight on delivery in defence: Meeting Export Control regulations
Our Approach We identified the key issues impacting the delivery of the programme as a first priority, then delivered the difficult messages to senior stakeholders in order to address those issues. This led to a programme plan reset and activity to align business units towards the programme goal of common technology and standardised processes, rather than meeting individual agendas. The Programme Director was supported in establishing governance arrangements including a Programme RACI, which were geared towards meeting the challenges of engaging multiple business units with contrasting requirements of the technology and disparate ways of working. Rigorous programme controls were then embedded to gain a strong understanding of the status of the programme and increase the grip on programme delivery, cost and risk management. This helped to identify where team members required support and coaching, resulting in an uplift in skills within the team. The Project One team provided strong drive with the customer delivery team, putting in place an approach towards integrated planning with business units to help create a common understanding of complex plans. This provided clarity around interdependencies between the programme and business units and a route to managing these effectively. This resulted in improved business unit stakeholder engagement across all projects, via the design and introduction of solution working groups for areas such as process design, transition, business change and solution architecture.
The Challenge Delivering a large-scale and complex programme of process and technology
Our customer is a British multinational defence and aerospace company, who had entered into an agreement in order to demonstrate an enhancement in the processes and controls it has in place to meet Export Control regulations. A Cross-Business-Unit Programme was set up, which includes a complex £tens of millions technology programme, comprising of six common solutions, spanning multiple business units and impacting c30,000 staff. Approximately a year after the programme was set up, the customer requested Project One’s support to manage the delivery of the technology programme and lead business change. This programme is ongoing and since our involvement, we have engaged senior stakeholders across multiple business units to bring clarity to plans, budgets, governance and working arrangements which improved the overall grip of the programme and brought stability to its delivery. We have overseen supplier negotiations and managed supplier delivery of the technology solutions put in place. An approach to business change was agreed with the programme board, executed upon and a change network across the business units was established, setting them up for successful delivery of the business change.
The Value Add and Outcomes Project One led the programme, providing hands on programme and portfolio management and business change expertise to automate many of the manual processes and systems in place. Prior to the programme, the business units were using paper-based processes for access controls for individuals and EC declarations. There were also manual practices for Government / Export Control marking of documents. The programme digitised many of these processes through automation. A tool was introduced to enforce document marking, presenting users with distinct marking choices, and paper-based processes were replaced with online workflow tools that guided users through defined steps. This drove consistency across the business, a higher level of data quality and provision of central repositories for business critical data. Our Business Change Manager established the business change approach, got it endorsed by the programme board and adopted by the business units to focus the business on successfully landing the large scale of change, which helped to meet the requirements of the Consent Agreement. In addition, the central IT function was supported in establishing an internal business change capability (outside of the Export Control Programme), which is geared towards supporting the portfolio of c300 programmes and projects which range in size and complexity.
change, which aims to achieve standardisation across a diverse base of autonomous business units. Each of the business units presented different requirements and expectations of the solutions, which were at times incompatible and in need of alignment and close management A programme that was already underway and needed further planning rigour and governance, alongside a bottom up review of the plans and budgets. We also needed to supplement the internal team to bring more experience of programmes of this scale and complexity and were also charged with developing and coaching the customer team in need of extensive support and coaching A lack of clarity as to how sustainable change would be co-ordinated and delivered in a consistent manner across multiple business units employing c30,000 staff impacted.
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real change • real difference
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