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Complex Programme Management at a Major Telecoms Client

What was the challenge? 

Our Major Telecoms client needed to quickly implement a programme of work in response to a major procurement exercise undertaken by one of its shareholders, which rapidly transformed its future operating model. The Programme brought together an alliance of new suppliers to deliver a network refresh and ensure the future of the client’s Radio Access Network (RAN) infrastructure. The engagement was a confidential transformation programme operating in an evolving portfolio of unprecedented change at the client. The Programme and portfolio objectives needed to be met within both ambitious programme timeframes and the wider, complex transformation.​

Moorhouse were initially asked to support the Discovery Phase of the Programme as the client gathered requirements and planned for implementation. We were subsequently asked to extend our support to the Mobilisation and Delivery Phases, working centrally as the Programme Management Team for the Programme and also supporting the governance, rigour and control in the various workstreams. 

How did we help? 

Moorhouse led the central Programme Management function, and focused on providing a robust Programme structure, supporting the Programme Director and Senior Relationship Officer to deliver on the client’s obligations. On identifying mis-alignment between plans across the various organisations and suppliers involved, the Moorhouse team led a series of planning workshops within the client to quickly develop robust, outcome led plans. These were used to highlight the overall Programme-wide mis-alignment and led to a re-baselining exercise for all Programme plans, which was crucial to successful delivery of the required outcomes. ​

The team also supported project management for various Programme workstreams, in particular the Operations workstream – where there was an intense level of scrutiny from all parties, and the Transition workstream – which encompassed all commercial, legal and HR related deliverables. There was a significant requirement for good governance and correct process, which were not in place on commencing the engagement. The team conducted a gap analysis and in response instituted rigorous governance and change control measures and ensured progress review and document updating mechanisms were put in place. This provided additional confidence to senior stakeholders in the accuracy and control of the Programme and reduced the burden placed on the respective workstreams. ​

What was the impact?

The Programme was required to deliver a step change in the performance of the client shareholder’s network, and a new operating model was required to support the delivery. Moorhouse ensured the Programme was delivering on the required outcomes and to the time scheduled and to a consistently high quality. Moorhouse mobilised the Programme and brought structure to delivery, ensuring that risks and issues were identified, detailed plans were created and aligned, and oversight of dependencies and milestones was improved.

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