The white paper discusses managing successful business change programs and focuses on how understanding dependencies between initiatives, business processes, and activities can improve performance. It notes that poorly executed change programs can have dramatic negative consequences and that many risks stem from poor execution and oversight rather than strategy. The paper advocates for a top-down approach to change management with an enterprise program management office to provide oversight and ensure initiatives stay aligned with strategic goals and each other. It also emphasizes the importance of visibility into project status and issues for senior leadership.

1. WHITE PAPER
enabling successful
business change
How to drive a step change in the on-time on-budget
execution of important business change programmes

2. How to drive a step change in the on-time on-budget execution of
important business change programmes
Managing the successful execution of important business change programmes
has become even more critical for executives looking to achieve a step change
in performance. The success of strategic initiatives, whether at the organisational
level or within business units or functions, can dramatically impact the underlying
value of an enterprise, its cash flows, relationships with its customers and the
morale of its people.
At KeyedInTM
Solutions we understand the importance of transformation,
business acquisitions and large change programmes; we also know how these
programmes can generate significant levels of business risk if not executed
on time and on budget. In some cases a poorly managed transformation can
even lead to business failure. More commonly the inability to deliver the benefits
expected or promised will result in business stagnation and negatively impact the
business’ performance relative to its competitors.
Many of the risks inherent in business change are to be found in poor execution
and oversight, rather than management and their advisers having a bad
strategy. From planning to execution there are critical risks that our solutions
can help you manage.
• Lack of uniformity and rigour in how initiatives and projects are proposed,
budgets requested and assigned, and impacts supported and justified
• Forecasting and planning activities not synchronised with subsequent project
execution and management (too often a bottom up approach is taken rather
than top down)
• Senior management have no visibility around project execution including
milestones, issues and benefits realisation leading to unnecessary surprises
• Individual projects and initiatives are not synchronised with activities elsewhere
so that dependencies are overlooked or ignored – sometimes leading to
adverse impacts to customers and employees
Enabling Successful Business Change
KEY FACTS:
• MANAGING THE SUCCESSFUL
EXECUTION OF IMPORTANT BUSINESS
CHANGE PROGRAMMES HAS
BECOME EVEN MORE CRITICAL FOR
EXECUTIVES LOOKING TO ACHIEVE A
STEP CHANGE IN PERFORMANCE.
• MANY OF THE RISKS INHERENT IN
BUSINESS CHANGE ARE TO BE FOUND
IN POOR EXECUTION AND OVERSIGHT,
RATHER THAN MANAGEMENT AND
THEIR ADVISERS HAVING A BAD
STRATEGY.
• IN THIS WHITEPAPER WE FOCUS ON
HOW AN UNDERSTANDING OF THE
DEPENDENCIES BETWEEN DIFFERENT
INITIATIVES, AS WELL AS BUSINESS AS
USUAL PROCESSES AND ACTIVITIES
HELPS IMPROVE THE PERFORMANCE
OF STRATEGICALLY IMPORTANT
CHANGE INITIATIVES, FROM DECISION
MAKING AND PLANNING TO BENEFITS
DELIVERY.
www.keyedinpmo.co.uk
2

3. A poorly managed business change programme or a transformation failure can
have dramatic consequences for management teams and the businesses that
they serve.
• Negative market perceptions
• Business interruptions or failure
• Management loss or tenure
• Inability to deliver expected benefits
• Cost overruns
• Diminished customer and supplier relationships
• Talent flight
We offer proven results
A leading international provider of innovative value added services to independent
pharmacists and pharmaceutical manufacturers across Europe, required a solution
that would allow them to view the performance of a portfolio in multiple ways and
at different levels (e.g. by programme and country). They also needed a solution
that was simple to use, that kept training and implementation costs to a minimum,
but at the same time would be scalable enough to cope with any unexpected
growth in business projects.
SaaS solutions provide a cost efficient and easy to use answer for many of our
clients, both large and small, as was demonstrated when one of our larger clients,
a global life and pensions business, implemented our PPM and PSA solutions.
They required a solution to co-ordinate resource deployment across a large
portfolio of projects. The processes and solution were rolled out across the group
when they merged with another Life Insurance organisation.
SaaS was also the preferred delivery model for a global pharmaceutical company
based in the UK, as they implemented both our PPM and PSA solutions across
multiple business units. Whilst each part of the business was working on different
initiatives, they were consistently seeking the same benefits.
www.keyedinpmo.co.uk
3
KEY FACTS:
• A poorly managed business
change programme or a
transformation failure can
have dramatic consequences
for management teams and the
businesses that they serve.

4. At KeyedInTM
Solutions we help our clients and their people successfully deliver
large change programmes by delivering solutions that significantly reduce
execution risk. We do this by ensuring that we understand our clients’ needs
and strategies, and focus on the issues and challenges that could lead to an
unsuccessful implementation. By combining our strong heritage, as a provider
of programme management solutions, with a contemporary point of view on the
transformation lifecycle, and leading insights delivered by our business partners,
we bring a strong value proposition.
Our Value Proposition
Too often senior executives and stakeholders become frustrated that they are
unable to manage the level of risk associated with the execution of strategically
important change programmes and the high cost associated with the over-reliance
on external consulting firms. The ever widening execution gap that separates
strategic decision making from project related activities means that leadership can
quickly lose sight of progress, and issues that can accumulate almost daily go
unresolved. Our solutions and expertise can help bridge that gap.
The Transformation and Business Change Lifecycle
Business transformations and large change programmes can be complex and,
to be successful, require organisational synchronisation and an understanding
of the dependencies between different initiatives, as well as business as usual
processes and activities. We understand the lifecycle of change and have applied
our expertise, together with that of our business partners, to ensure that you have
the right resources available to you as you work through the different stages:
www.keyedinpmo.co.uk
4

5. Best Practice Programme Management Solutions - Steps to Success
Because we have our own Enterprise Programme Management Office framework
(EPMO), developed by the experienced practitioners in our team, we have been
able to develop our solutions to support the needs of executives and programme
managers in a wide array of businesses and transformational initiatives.
www.keyedinpmo.co.uk
5
Know - How
Industry
Enablers
Transformation Levers Management
1.
Determine
2.
Design
3.
Develop
4.
Deploy
5.
Deliver
Benefits & ROI Improvement
Opportunities
Transformation
Strategy
Initiative
Alignment
Programme
Management
Benefits
Realisation
Transformation
Strategy
Transformational
Change Roadmap
Initiatives
Developing an
agile and results
oriented culture
Establishing process
that drive quality
operations
Enabling greater
IT Value
Process
People
Technology

6. 6
www.keyedinpmo.co.uk
Roles & Responsibilities
Strategy
Business Case
Decisions
Executive Experience
Real Industry Experience
Consulting
Industry Experience
Review business cases
Prioritise
Approve/deny accordingly
Ensure project summary rolls
into PMO portfolio
Tollgate reviews - review
project value, budget,
schedule, and issues
Approve and coordinate
communication and change
management plans
Re-visit project assumptions
Approve transition and
ongoing funding
Review post completion
analysis
Review project
opportunities
Review benefits/value
scoring
Prioritise and provide
approval to proceed with
business case
Create PMO processes
and governance
Develop standard tools
and templates
Chart of Authority
Communicate goals
Enterprise Programme Management Offices (EPMO)
Project / Programme Managers
Initiate detailed project planning
Execute all activities
Execute communication and
change management plans
Close out project/
transition budget
Ongoing measurement
of intended project
benefits
Complete Business Case
Create Project Charter
Fill out P&L Project template
Identify projects
Define benefits/value
Gather supporting data
& assumptions
Having the right approach to developing your EPMO will be critical to the success
of your change programme. It represents the link between the decisions that you
make and the executional activities required to implement change and deliver
benefits Establishing clear roles and responsibilities, and accountabilities, based
on a sound approach to programme management will be vital.
At KeyedInTM
Solutions we have focused on a top down approach with our clients;
making sure that the EPMO and senior executives have the tools they need
to manage the performance of strategically important change initiatives, from
decision making and planning to benefits delivery.

7. 7
www.keyedinpmo.co.uk
The “Perfect” Solution
There is always a perfect solution. However, this can bring unnecessary complexity
which can contribute to the very risks that need to be mitigated.
Executive Experience
Real Industry Experience
Consulting
Industry Experience
Strategy
Business Case
Decisions
Enterprise Programme Management Offices (EPMO)
Library of Programmes
& Projects
Resource
Plan
Expenditure
Plan
Benefit Realisation
Management
Project & Programme
Milestones
Project/Programme Managers
Task
Based Planning
Change
Management
Risk
Management
Project
Status Reporting
Progress
Management
Resource
Scheduling
Document
Management
Issue
Management
Management
Reporting
Create “To Do”
Actions
We work with our clients to introduce critical functionality first, with a focus on
business outcomes, management oversight, reporting and enabling the right flow
of information to the right people at the right time.
The management of information at a higher level will create a pull effect from
managers who appreciate the need to manage detail.
Unlike many of our competitors we don’t want to sell you every bell and whistle
because we understand the dangers that come with complexity. So while
KeyedInTM
Solutions can offer unrivalled functionality, we understand that each
client is at a different stage of maturity in their ability to adopt enabling technology.
So keep it simple, take a top down approach and only introduce the detailed
functionality when it is needed and when it can be successfully embedded.

8. 8
www.keyedinpmo.co.uk
Steps to Failure - Avoid the “Bottom Up” Trap
KeyedInTM
Solutions has over 20 years experience implementing Project Portfolio
Management solutions in large organisations. The experience gained has led
to significant design changes to our solution aimed at producing a much more
pragmatic approach which is much more likely to be successful when rolled out
It isn’t always easy to keep your eye on the big picture and the EPMO has an
important role in ensuring that teams stay focused on business outcomes.
Without clear direction and reinforcement from business leaders, a change
programme can take on a life of its own, with teams becoming mired in the
complexity of enabling tools.
An execution led “bottom up” approach assumes that everyone will use the
system consistently and that they will update it in a timely manner. However,
experience has shown us that few organisations ever achieve this level of
compliance and virtually none of them can sustain this approach.
Managers will revert to using technology that they are most comfortable with
resulting in chaos. This creates a huge reporting overhead in an attempt to
establish the full picture. Issues do not get highlighted in time and the
business may need to bring in additional external resources to try to get
projects back on track.

9. 9
www.keyedinpmo.co.uk
Executive Experience
Real Industry Experience
Consulting
Real Industry Experience
Strategy
Business Case
Decisions
Project / Program Managers
Task
Based Planning
Change
Management
Risk
Management
Project
Status Reporting
Progress
Management
Resource
Scheduling
Document
Management
Issue
Management
Management
Reporting
Create “To Do”
Actions
Enterprise Programme Management Offices (EPMO)
Microsoft PowerPoint
Increased
Management Effort
To Regain Control
Increased
Consulting Effort
To Regain Control
How Do We Work With You?
As a client service organisation we focus on the needs and risks faced by each of
our clients; starting with the executive management team and their strategy, we
can assess each phase of their transformation plan or change programme, from
strategy and business case to benefits delivery, to understand how our solutions
can complement, add value and manage risk.

10. 10
www.keyedinpmo.co.uk
Top-Down Approach
We see too many of our clients and our competitors deploying highly complex and
expensive project management solutions that ultimately fail to deliver. We believe in
a top-down approach, putting in place only those solutions that make sense and
which are easy to implement. In short, we focus on business outcomes first, with
technology as the enabler of progress and a means to identify unresolved issues:
• Focus on the business objectives and desired outcomes of a project &
programme delivery solution.
• Specify the information you require to manage your business and avoid the
practice of managers volunteering adhoc and unstructured information.
• Avoid taking on unnecessary and impossible challenges – the most obvious one
is that we need to recognise that different managers have different styles and it
is folly to try to compel each manager to manage their projects in the same way.
This is a people issue and not a tool issue.
Rapid Deployment
With no internal infrastructure and no internal IT support required, your software
is deployed with a click of a button. Configuration is easy and with numerous
user guides and tutorials available from our Resources Centre you will be up
and running in no time. For more complex business requirements and larger
implementations a series of tailored implementation services are available to
ensure you maximise the benefits of the software.

11. 11
www.keyedinpmo.co.uk
Easy Upgrade
With KeyedInTM
Projects, software updates are automatic. Our Product Updates
section provides a comprehensive overview of all of our new features, dashboards
and reports. With no need to upgrade the software internally your overall cost
of ownership is significantly reduced. Users are provided with significant notice
of new releases and workshops are provided to familiarise users with new
functionality.
We Will Help You Get Up and Running Quickly
We have a tailored implementation methodology that will help you to configure
the solution to meet your organisations requirements, we can help load your
data and we will train your people. Our business partners work with us and our
clients to help set strategy, plan initiatives and develop business cases, so that
we can be with you each step of the way. We recognise that getting the right data
and making the right decisions are essential to any successful transformation or
change programme.
.
KEY FACTS:
• We see too many of our clients
and our competitors deploying
highly complex and expensive
project management solutions
that ultimately fail to deliver.

12. About KeyedInTM
Solutions
KeyedIn Solutions drives business performance in
project management with simplified SaaS solutions.
We enable our customers to jettison the rigidity
and expense of on-premise enterprise systems for
more agile and cost-effective solutions – with no
compromise on features or functionality. We focus
on a handful of specialised vertical markets, such as
professional services, where our experience enables
us to offer expert consultancy and customisation to
ensure our SaaS solutions dovetail perfectly with our
customers’ requirements.
Corporate Headquarters
5001 American Blvd West
Suite 1010
Minneapolis, MN 55437, USA
p +1 866 662 6820
www.keyedin.com
EMEA Headquarters
Maple House
Woodland Park
West Yorkshire, BD19 6BW, UK
p +44 (0)1274 863300
Copyright © 2013 KeyedIn Solutions. All rights reserved. KIPR_UE_WP_ENABLING_0213
Part of the KeyedIn Solutions Business Portfolio