Designing an enterprise portfolio management capability at AstraZeneca
- OverviewRead more
The CIO at AstraZeneca Information Systems (IS) had identified a number of shortcomings in the current delivery model for AZ's $1bn IS portfolio. Moorhouse supported IS leadership to identify how the application of a best practice Enterprise Portfolio Management (EPM) approach could overcome these issues, improve programme delivery and improve ROI. We developed a portfolio management 'comparator model', then facilitated a series of design workshops to develop the target operating model for the EPM-enabled business – including definition of the senior portfolio management roles. The specialist support we provided in the form of best practice tools, techniques and guidance enhanced the internal capability of the EPM programme team and enabled better decision-making among IS leadership through increased visibility and transparency of the IS investment portfolio.
- Our client's challengeRead more
AstraZeneca Information Systems (IS) initiated a transformation programme to identify how the implementation of an Enterprise Portfolio Management (EPM) approach across AstraZeneca IS's $1bn annual investment pool could contribute to overcoming a number of shortcomings identified by the CIO in the current delivery model, including: a lack of effective prioritisation of the enterprise-wide IS portfolio, an inability to provide the business with clear visibility, investment recommendations and opportunities for consolidation, and a significant underspend of the annual budget assigned to IS investment, resulting in a sub-optimal delivery and an inability to articulate value to the business.
- Our responseRead more
Moorhouse was engaged to provide AstraZeneca's corporate IS function with specialist portfolio management expertise to support design and implementation of the EPM capability aimed at resolving the critical delivery challenges highlighted by the CIO, supporting more efficient allocation of resources, and increasing strategic alignment across the enterprise.
Initially, Moorhouse provided best practice guidance and materials to support the AstraZeneca EPM team during a rapid definition phase to ensure the programme was initiated in a robust, coherent manner. In parallel, we developed a portfolio management 'comparator model' based on Moorhouse experiences on all dimensions of the EPM comparator model to demonstrate 'how things could be done'. This formed the basis of the inaugural EPM Design Workshop, facilitated by Moorhouse and attended by senior IS representatives from across the business to develop a high-level blueprint and implementation plan for the EPM capability.
Moorhouse played an integral role in leading the two key programme workstreams (EPM Design and Organisation and Change) during phase two where we continued the collaborative approach to design through a series of EPM design workshops aimed at developing key components of the EPM Operating Model including: governance and decision-making, process design at the functional and enterprise levels, development of the functional model and the organisation design blueprint.
- The value to our clientRead more
The support provided by Moorhouse helped AstraZeneca in the following ways:
Programme Management
- Improved programme coherence through the provision of best practice materials, tools and advice to support effective programme monitoring and control;
- Enhanced internal programme management capability of the AstraZeneca EPM programme team.
Portfolio Management specialist support
- Reduced time to realise portfolio analysis 'quick-wins' through the application of Moorhouse portfolio management models;
- Robust and scalable foundations upon which to continue EPM implementation;
- Increased visibility and transparency of the IS investment portfolio enabling more effective decision-making by business leaders;
- Improved perception of corporate IS as an enabling business function as opposed to a 'command and control' body.
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