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 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.
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real change • real difference
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