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Prioritising and planning the work
 

Prioritising and planning the work

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    Prioritising and planning the work Prioritising and planning the work Document Transcript

    • Prioritising and planning the work - a specialist insurance companyThe new head of business transformation quickly recognised that little information aboutover 80 IT systems and process improvement projects was available. Most of them didn’thave a business case or any benefits defined; projects had been authorised on the basis ofthe seniority of the person requesting them and ‘who shouts the loudest’ rather thanagainst strategic objectives or their contribution to the project portfolio. Many individualswere assigned to multiple projects, up to eight to ten each at any one time; in exceptionalcases key individuals were expected to manage 17 projects each.Maven identified that the project management, programme management and portfoliomanagement maturity level for the organisation, was between zero and one. We thencreated a prioritised project portfolio of all initiatives running and known about but not yetstarted, and started to identify the resource gaps for getting all of the work completed. Wethen put in place a rigorous governance framework for overall control of all projects andchange initiatives.Now everyone involved in projects adopts this new governance framework. There wereteething problems as individuals found that they had to work to a framework that suited theneeds of the many instead of just their own needs but over the course of a few months thiswas embedded. Senior management now have a comprehensive view of all initiatives andtheir authorisation of new initiatives is based on agreed and known business criteria –financial, operational, competitive, regulatory and societal. This has reduced the number of‘false starts’ where projects were started but then abandoned from 1 in 4 initiatives to lessthan 3 initiatives in the last year in total.Copyright © Maven Training Ltd 2011www.maventraining.co.uk І 020 7089 6161