What was the challenge?
Due to falling underlying profits, the client commissioned the development of a new strategy for the UK business. To deliver this strategy, they are investing in a major transformation programme.
At the heart of the Programme was the requirement for a major transformation of the IT systems landscape, to enable both the target operating model for the business and multi-channel customer engagement.
How did we help?
The scale of the planned technology change was more extensive than any programme previously undertaken by the IT department. Moorhouse was engaged to help define and mobilise the IT portfolio and establish mechanisms for managing increased levels demand.
Moorhouse worked closely with internal IT engagement leads and business stakeholders to define the portfolio. Once a baseline was established we embedded an on-going demand management process.
We identified the need to transition the IT PMO from a support function to a strategic capability to effectively support the IT transformation. Moorhouse conducted a maturity assessment to understand the ‘as is’ state, then worked to define the ‘to be’. The final step was to identify target areas for capability uplift. This lead to PMO capability in demand management, portfolio prioritisation, portfolio governance and resource management.
What was the impact?
The client's IT team could better understand the role of each project in the context of the business transformation. This enabled value-based decision making and better co-ordination of resources across the portfolio.
By introducing new capabilities and approaches to the client team, we shared our expertise to mature our clients’ processes, skills and capabilities.
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