The document discusses the challenges of finance transformations and presents a solution of using a hybrid resourcing model. It proposes blending internal resources with specialists from consultancies and the interim market, managed by an independent program director acting in the client's interests. Case studies are provided showing how the company has successfully delivered over 10,000 resourcing assignments for finance transformations across 20 countries using this "tri-partite" hybrid model.
Our Programme Leadership team draws upon skills and expertise acquired through experience to provide mining clients with advice and support for large-scale, complex transformations. They take a holistic approach, ensuring projects align with strategic objectives and intended benefits. They have experience leading transformations involving new operating models, systems implementations, and organizational changes. Their approach involves establishing governance, benefit tracking, change management and more. They helped clients successfully deliver transformations involving business restructurings and system standardizations.
The document discusses governance strategies for global services organizations. It outlines three layers of governance - organizational, functional, and operational. Organizational governance ensures strategic alignment. Functional governance manages transformations to new operating models. Operational governance focuses on execution through activities like contract management, performance monitoring, and issue resolution.
Portfolio management knowledge development event details are provided, including an agenda for presentations and discussions. Research was conducted to discover effective portfolio management practices, with findings around key process questions and problems organizations face. References are made to other sources that provide guidance on aligning delivery, measurement, and governance cycles, establishing a portfolio management office, and using standards to prioritize projects.
Nick Wensley, Business Adviser, Young Enterprise Programme who will cover business cases past, present and future and consider what the future holds for developing business cases.
1. Effective benefit realization from organizational change requires clear governance from the beginning, including a robust business case and ongoing measurement of benefits.
2. Without governance, change initiatives risk failing to deliver planned benefits and their value cannot be properly assessed.
3. Establishing a management operating system that incorporates change initiatives and business-as-usual can help provide the transparency, accountability, and decision-making needed for successful benefit realization over time.
This document summarizes Deloitte's transformation management and program leadership capabilities for oil and gas companies. It discusses Deloitte's dedicated team that helps clients lead and support large-scale transformations. It also outlines Deloitte's approach to transformations, which focuses on achieving strategic benefits through effective program management, operating model design, benefits management, and change management. Finally, it provides details on Deloitte's program leadership methodologies, thought leadership resources, and experience working with oil and gas clients on complex transformations.
From project to portfolio management - how to successfully bridge the gap webinar
Wednesday 22 January 2020
presented by:
Gillian Austin-King
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/from-project-to-portfolio-management-how-to-successfully-bridge-the-gap-webinar/
New developments in program managementMichel Thiry
Since the first edition of my book "Program Management" was published 6 years ago, program management has evolved both as a distinct discipline and as an organisational capability as described in the second edition of the book. As a discipline it has reached a point where, today, the main program management standards and writers agree that it is meant to deal with complex and turbulent situations and to deliver benefits, not products. It is also becoming more of an organisational capability and practice focuses more and more on its integration within the business, from strategy formulation to sustainability of benefits.
All these developments could be encapsulated in the maturing of the program culture. In this paper, I will examine five aspects of this cultural evolution:
1. The rise of agility and its effect on program management
2. The alignment of the main program management standards
3. The integration of program management in the organisation
4. The distinction between projects and programs
5. The management of change as a key aspect of program management
Our Programme Leadership team draws upon skills and expertise acquired through experience to provide mining clients with advice and support for large-scale, complex transformations. They take a holistic approach, ensuring projects align with strategic objectives and intended benefits. They have experience leading transformations involving new operating models, systems implementations, and organizational changes. Their approach involves establishing governance, benefit tracking, change management and more. They helped clients successfully deliver transformations involving business restructurings and system standardizations.
The document discusses governance strategies for global services organizations. It outlines three layers of governance - organizational, functional, and operational. Organizational governance ensures strategic alignment. Functional governance manages transformations to new operating models. Operational governance focuses on execution through activities like contract management, performance monitoring, and issue resolution.
Portfolio management knowledge development event details are provided, including an agenda for presentations and discussions. Research was conducted to discover effective portfolio management practices, with findings around key process questions and problems organizations face. References are made to other sources that provide guidance on aligning delivery, measurement, and governance cycles, establishing a portfolio management office, and using standards to prioritize projects.
Nick Wensley, Business Adviser, Young Enterprise Programme who will cover business cases past, present and future and consider what the future holds for developing business cases.
1. Effective benefit realization from organizational change requires clear governance from the beginning, including a robust business case and ongoing measurement of benefits.
2. Without governance, change initiatives risk failing to deliver planned benefits and their value cannot be properly assessed.
3. Establishing a management operating system that incorporates change initiatives and business-as-usual can help provide the transparency, accountability, and decision-making needed for successful benefit realization over time.
This document summarizes Deloitte's transformation management and program leadership capabilities for oil and gas companies. It discusses Deloitte's dedicated team that helps clients lead and support large-scale transformations. It also outlines Deloitte's approach to transformations, which focuses on achieving strategic benefits through effective program management, operating model design, benefits management, and change management. Finally, it provides details on Deloitte's program leadership methodologies, thought leadership resources, and experience working with oil and gas clients on complex transformations.
From project to portfolio management - how to successfully bridge the gap webinar
Wednesday 22 January 2020
presented by:
Gillian Austin-King
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/from-project-to-portfolio-management-how-to-successfully-bridge-the-gap-webinar/
New developments in program managementMichel Thiry
Since the first edition of my book "Program Management" was published 6 years ago, program management has evolved both as a distinct discipline and as an organisational capability as described in the second edition of the book. As a discipline it has reached a point where, today, the main program management standards and writers agree that it is meant to deal with complex and turbulent situations and to deliver benefits, not products. It is also becoming more of an organisational capability and practice focuses more and more on its integration within the business, from strategy formulation to sustainability of benefits.
All these developments could be encapsulated in the maturing of the program culture. In this paper, I will examine five aspects of this cultural evolution:
1. The rise of agility and its effect on program management
2. The alignment of the main program management standards
3. The integration of program management in the organisation
4. The distinction between projects and programs
5. The management of change as a key aspect of program management
The document discusses Egypt's strategy to achieve digital transformation by 2030 through three main pillars: developing infrastructure, creating a conducive business environment, and investing in human capital. It aims to create smart cities and communities and achieve a digital economy and knowledge-based society through ICT tools. However, it faces challenges like focusing too much on technical details rather than business value, limited capacity and expertise, and lack of tools. Prime Business Consulting proposes ways to address these challenges through establishing governance, designing workflows, setting up a PMO unit, and using various project controlling methods.
Project Execution in Changing Times - Focus on the EssentialsEndeavor Management
Many approaches are being taken to reduce the cost of capital developments as the current performance of megaprojects has not significantly improved over the last decade. There are essential elements that permeate the project execution lifecycle and contribute to improved project performance.
This document discusses competency mapping and assessment for IT consulting organizations. It presents an assessment maturity model for competency mapping with four levels: define, discover, determine, and develop. The model helps identify competencies required for roles and assess individuals' competencies. It benefits organizations by creating a competency-based culture, deploying the right consultants to roles, and developing competencies of critical groups. The paper shows how the model was implemented at a consulting organization through competency frameworks, tools to assess skills and classify competency levels, and developing improvement plans to manage competencies.
Keynote UQAM 26 november 2013 Program ManagementMichel Thiry
Keynote delivered by Michel Thiry, PhD, PMI Fellow, Adjunct Professor University of Technology Sydney, to a group of senior managers and post graduate students at the Université du Québec à Montréal on 26 November 2013.
The document discusses challenges with delivering project benefits and realizing business expectations. It finds that while projects may deliver on time and budget, the majority fail to achieve intended business outcomes. Program management is needed to complement project management and focus on identifying, planning, and delivering benefits. A key difference is that project managers focus on scope, cost and schedule, while program managers outwardly focus on stakeholders and achieving benefits. The role of the sponsor is also crucial in providing support and direction to ensure program/project success. Cultural differences can impact stakeholder expectations and how requirements are defined and communicated.
The document summarizes a webinar from the London Branch of the Association for Project Management (APM) that covered various topics related to successful project management programs. It discussed defining characteristics of programs, factors like leadership, communication, and governance that contribute to program success. Specific strategies were presented for thriving in dynamic environments, including shaping the future proactively and adapting quickly. The importance of attitudes like emotional intelligence and being open to collaboration were emphasized.
An Assessment of Project Portfolio Management Techniques on Product and Servi...iosrjce
The crises of product and service innovation in most organisations due to global competition and
the need for scientific research in the project portfolio management discipline were factors that motivated this
research. The purpose of this study is to investigate how project portfolio management(ppm) contributes to
product and service innovation. A questionnaire was developed to gather data to compare the PPM methods
used, PPM performance and resulting new product success measures in sixty Nigeria organisations in a diverse
range of service and manufacturing industries. The study findings indicated that PPM practices have a greater
impact in the new product and services success rate. Also, business strategy method result in better alignment
of the projects in the portfolio. This conclusion is supported by the 0.630 Pearson correlations at 0.000
significance between percentage of successful products and PPM performance level. The results reveal that for
better innovation outcomes, management should place a priority on developing and improving PPM.
This report discusses the importance of integrated talent management for finance functions. It finds that less than 20% of organizations have a talent strategy that fully integrates talent identification, development, deployment, and retention. The report emphasizes that developing talent is vital for finance leaders and their organizations to thrive in complex environments. It provides examples of how organizations have used strategic talent management approaches to boost finance functions and generate competitive advantages.
This document discusses managing diverse projects for organizational success. It outlines several challenges in managing diverse project teams, including cultural diversity, remote project management, weak ethics, and using traditional tools. It then provides recommendations for developing a global strategy, such as commitment from leadership, collaboration, understanding diverse teams, adopting lean delivery models, and continual improvement. A case study example is also presented of how one organization overcame challenges through implementing solutions like gap analysis and focusing on critical success factors and lessons learned.
Capital markets: The impact of business process operations improvementsGenpact Ltd
While Lean Six Sigma techniques reliably contribute to operational excellence, they do not necessarily identify the full impact of business process improvement programs. Specifically for Six Sigma, there has been reason for much criticism in the past. This article uses a real-life case related to the enhancement of a Capital Markets global business service delivery operation, and describes how to engage “client” and “delivery” executives in order to tightly align technical project execution with business strategy.
Michel Thiry - CSVA 2013 Keynote - Strategic Value ManagementMichel Thiry
Keynote presentation delivered by Michel Thiry, PhD, PMI Fellow on the 25 November 2013 to the 20th Anniversary Conference of the Canadian Society for Value Analysis in Montreal, Canada.
1) The document describes a risk management framework developed for semiconductor projects that combines elements from project management and failure modes and effects analysis.
2) The framework includes categorizing projects based on time and complexity, then applying a simplified failure modes and effects analysis process to identify risks.
3) The goal is to create a simple and easy to use risk management process that can be effectively applied in concurrent engineering environments common in the semiconductor industry.
Whitepaper - Connected Project Portfolio Management in the Oil & Gas IndustryAshwin Menon
One vital question often asked by executives dealing with an ever-changing market landscape is, “How should my company most effectively invest in in order to grow our revenue, capture market share, and increase profitability?"
To sustain long-term growth, companies must manage a number of projects at different stages of maturity. Many organizations struggle with capturing the voice of the customer, and translating that input into executable projects staffed with the right resources, while also ensuring adequate due diligence to make certain that projects align to corporate strategy and meet market expectations. Companies that more effectively manage this process position themselves for greater revenue realization, market share, and/or profitability.
Capital project portfolio management is all about making decisions about investment mix, matching investments to objectives and aligning them to strategy, allocating the right resources to the right projects, and balancing risk against performance.
This document offers our point of view on how capital project portfolio management must be implemented, how SAP can help, and some of the leading practices we have seen.
This document outlines Gary Berthelson's approach to team building, which involves establishing clear goals and roles, empowering team members, building relationships through communication, being flexible, optimizing performance, and rewarding results. It also provides details on Gary's skill set, personality profile, market success, career history across various disciplines, and interest in contributing to a company's growth through team building and disciplines enjoyed over his career.
Strategy Execution Diagnostics and Capability Developmentamilovan
Genuine strategy execution diagnostic tools including SE Readiness Assessment and Human Capital Readiness Assessment from African Performance Specialists. 7-month business coaching programme on SE capabilities development.
The document discusses integration initiatives that often fail to deliver objectives and how to improve integration success. It introduces The Integration Executive (TIE) company that provides specialized integration management services. TIE aims to improve integration performance and deliver the expected value through an independent program focused on implementing the acquisition benefits. TIE's services include planning, governance, functional alignment, change management, and program management. Fees are based on a day rate or tied to integration results if given appropriate governance over the integration program.
The document discusses improving benefits management at Sellafield, a nuclear site in the UK. It outlines that Sellafield has an annual budget of £1.9 billion and lifetime costs of £67.2 billion over 100 years of work. It established a mandate in 2012 to improve programme management capability to more effectively execute programmes and major projects. A benefits management framework was created to clearly identify and manage benefits. While progress has been made, fully measuring and proving contributions to strategic objectives remains a challenge. Regular assessments are conducted to track progress on the maturity journey towards best-in-class programme management.
This document provides an introduction to project management. It defines what a project and project management are, including that a project has a defined timeline and produces an output, while project management applies knowledge and processes to meet project requirements. It outlines the project management processes, which include 10 knowledge areas and 5 process groups. It also discusses portfolio, program and project management, different types of project management offices, and how to enable business outcomes through stakeholder management, project management plans, and factors that influence project success.
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.
The document summarizes Deloitte's Programme Leadership capability for managing complex transformations in the mining industry. It discusses (1) Deloitte's Managing Complex Transformations approach which focuses on achieving strategic imperatives and benefits rather than just time/cost/quality, (2) how the team provides solutions addressing challenges from regulatory changes to market restructuring, and (3) that the team has experience planning, designing, structuring, and executing transformations to minimize risk and maximize benefits.
The key to successful Digital TransformationMegan Hunter
The document discusses key factors for successful business transformation:
1. Having the right team, including roles like a Business Project Manager, Transformation Lead, Lead Business Analyst, and Lead Solutions Architect.
2. Securing talent either internally or through partnerships if needed skills are not available internally.
3. Adopting solutions with minimal customization ("adopt, don't adapt") and having strong governance through a steering board to challenge customization requests.
The document discusses Egypt's strategy to achieve digital transformation by 2030 through three main pillars: developing infrastructure, creating a conducive business environment, and investing in human capital. It aims to create smart cities and communities and achieve a digital economy and knowledge-based society through ICT tools. However, it faces challenges like focusing too much on technical details rather than business value, limited capacity and expertise, and lack of tools. Prime Business Consulting proposes ways to address these challenges through establishing governance, designing workflows, setting up a PMO unit, and using various project controlling methods.
Project Execution in Changing Times - Focus on the EssentialsEndeavor Management
Many approaches are being taken to reduce the cost of capital developments as the current performance of megaprojects has not significantly improved over the last decade. There are essential elements that permeate the project execution lifecycle and contribute to improved project performance.
This document discusses competency mapping and assessment for IT consulting organizations. It presents an assessment maturity model for competency mapping with four levels: define, discover, determine, and develop. The model helps identify competencies required for roles and assess individuals' competencies. It benefits organizations by creating a competency-based culture, deploying the right consultants to roles, and developing competencies of critical groups. The paper shows how the model was implemented at a consulting organization through competency frameworks, tools to assess skills and classify competency levels, and developing improvement plans to manage competencies.
Keynote UQAM 26 november 2013 Program ManagementMichel Thiry
Keynote delivered by Michel Thiry, PhD, PMI Fellow, Adjunct Professor University of Technology Sydney, to a group of senior managers and post graduate students at the Université du Québec à Montréal on 26 November 2013.
The document discusses challenges with delivering project benefits and realizing business expectations. It finds that while projects may deliver on time and budget, the majority fail to achieve intended business outcomes. Program management is needed to complement project management and focus on identifying, planning, and delivering benefits. A key difference is that project managers focus on scope, cost and schedule, while program managers outwardly focus on stakeholders and achieving benefits. The role of the sponsor is also crucial in providing support and direction to ensure program/project success. Cultural differences can impact stakeholder expectations and how requirements are defined and communicated.
The document summarizes a webinar from the London Branch of the Association for Project Management (APM) that covered various topics related to successful project management programs. It discussed defining characteristics of programs, factors like leadership, communication, and governance that contribute to program success. Specific strategies were presented for thriving in dynamic environments, including shaping the future proactively and adapting quickly. The importance of attitudes like emotional intelligence and being open to collaboration were emphasized.
An Assessment of Project Portfolio Management Techniques on Product and Servi...iosrjce
The crises of product and service innovation in most organisations due to global competition and
the need for scientific research in the project portfolio management discipline were factors that motivated this
research. The purpose of this study is to investigate how project portfolio management(ppm) contributes to
product and service innovation. A questionnaire was developed to gather data to compare the PPM methods
used, PPM performance and resulting new product success measures in sixty Nigeria organisations in a diverse
range of service and manufacturing industries. The study findings indicated that PPM practices have a greater
impact in the new product and services success rate. Also, business strategy method result in better alignment
of the projects in the portfolio. This conclusion is supported by the 0.630 Pearson correlations at 0.000
significance between percentage of successful products and PPM performance level. The results reveal that for
better innovation outcomes, management should place a priority on developing and improving PPM.
This report discusses the importance of integrated talent management for finance functions. It finds that less than 20% of organizations have a talent strategy that fully integrates talent identification, development, deployment, and retention. The report emphasizes that developing talent is vital for finance leaders and their organizations to thrive in complex environments. It provides examples of how organizations have used strategic talent management approaches to boost finance functions and generate competitive advantages.
This document discusses managing diverse projects for organizational success. It outlines several challenges in managing diverse project teams, including cultural diversity, remote project management, weak ethics, and using traditional tools. It then provides recommendations for developing a global strategy, such as commitment from leadership, collaboration, understanding diverse teams, adopting lean delivery models, and continual improvement. A case study example is also presented of how one organization overcame challenges through implementing solutions like gap analysis and focusing on critical success factors and lessons learned.
Capital markets: The impact of business process operations improvementsGenpact Ltd
While Lean Six Sigma techniques reliably contribute to operational excellence, they do not necessarily identify the full impact of business process improvement programs. Specifically for Six Sigma, there has been reason for much criticism in the past. This article uses a real-life case related to the enhancement of a Capital Markets global business service delivery operation, and describes how to engage “client” and “delivery” executives in order to tightly align technical project execution with business strategy.
Michel Thiry - CSVA 2013 Keynote - Strategic Value ManagementMichel Thiry
Keynote presentation delivered by Michel Thiry, PhD, PMI Fellow on the 25 November 2013 to the 20th Anniversary Conference of the Canadian Society for Value Analysis in Montreal, Canada.
1) The document describes a risk management framework developed for semiconductor projects that combines elements from project management and failure modes and effects analysis.
2) The framework includes categorizing projects based on time and complexity, then applying a simplified failure modes and effects analysis process to identify risks.
3) The goal is to create a simple and easy to use risk management process that can be effectively applied in concurrent engineering environments common in the semiconductor industry.
Whitepaper - Connected Project Portfolio Management in the Oil & Gas IndustryAshwin Menon
One vital question often asked by executives dealing with an ever-changing market landscape is, “How should my company most effectively invest in in order to grow our revenue, capture market share, and increase profitability?"
To sustain long-term growth, companies must manage a number of projects at different stages of maturity. Many organizations struggle with capturing the voice of the customer, and translating that input into executable projects staffed with the right resources, while also ensuring adequate due diligence to make certain that projects align to corporate strategy and meet market expectations. Companies that more effectively manage this process position themselves for greater revenue realization, market share, and/or profitability.
Capital project portfolio management is all about making decisions about investment mix, matching investments to objectives and aligning them to strategy, allocating the right resources to the right projects, and balancing risk against performance.
This document offers our point of view on how capital project portfolio management must be implemented, how SAP can help, and some of the leading practices we have seen.
This document outlines Gary Berthelson's approach to team building, which involves establishing clear goals and roles, empowering team members, building relationships through communication, being flexible, optimizing performance, and rewarding results. It also provides details on Gary's skill set, personality profile, market success, career history across various disciplines, and interest in contributing to a company's growth through team building and disciplines enjoyed over his career.
Strategy Execution Diagnostics and Capability Developmentamilovan
Genuine strategy execution diagnostic tools including SE Readiness Assessment and Human Capital Readiness Assessment from African Performance Specialists. 7-month business coaching programme on SE capabilities development.
The document discusses integration initiatives that often fail to deliver objectives and how to improve integration success. It introduces The Integration Executive (TIE) company that provides specialized integration management services. TIE aims to improve integration performance and deliver the expected value through an independent program focused on implementing the acquisition benefits. TIE's services include planning, governance, functional alignment, change management, and program management. Fees are based on a day rate or tied to integration results if given appropriate governance over the integration program.
The document discusses improving benefits management at Sellafield, a nuclear site in the UK. It outlines that Sellafield has an annual budget of £1.9 billion and lifetime costs of £67.2 billion over 100 years of work. It established a mandate in 2012 to improve programme management capability to more effectively execute programmes and major projects. A benefits management framework was created to clearly identify and manage benefits. While progress has been made, fully measuring and proving contributions to strategic objectives remains a challenge. Regular assessments are conducted to track progress on the maturity journey towards best-in-class programme management.
This document provides an introduction to project management. It defines what a project and project management are, including that a project has a defined timeline and produces an output, while project management applies knowledge and processes to meet project requirements. It outlines the project management processes, which include 10 knowledge areas and 5 process groups. It also discusses portfolio, program and project management, different types of project management offices, and how to enable business outcomes through stakeholder management, project management plans, and factors that influence project success.
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.
The document summarizes Deloitte's Programme Leadership capability for managing complex transformations in the mining industry. It discusses (1) Deloitte's Managing Complex Transformations approach which focuses on achieving strategic imperatives and benefits rather than just time/cost/quality, (2) how the team provides solutions addressing challenges from regulatory changes to market restructuring, and (3) that the team has experience planning, designing, structuring, and executing transformations to minimize risk and maximize benefits.
The key to successful Digital TransformationMegan Hunter
The document discusses key factors for successful business transformation:
1. Having the right team, including roles like a Business Project Manager, Transformation Lead, Lead Business Analyst, and Lead Solutions Architect.
2. Securing talent either internally or through partnerships if needed skills are not available internally.
3. Adopting solutions with minimal customization ("adopt, don't adapt") and having strong governance through a steering board to challenge customization requests.
The document provides an overview of business transformation, defining it as fundamentally changing what an organization does, how it does it, and for whom. It discusses driving factors for transformation, different types of transformation, and key elements needed for effective transformation including change management maturity, program management capability, and having the right change management framework, project management capability, and people involved.
The document discusses project selection techniques and their link to organizational strategy. It describes several quantitative models like payback period, return on investment, and net present value that can be used to evaluate projects. It also discusses qualitative factors and multi-weighted scoring models. The key points are that project selection should align with organizational strategy and priorities, and portfolio management ensures resources are allocated to the most strategic projects.
Creating Competitive Advantage with Strategic Execution Capability V1.0Jon Hughes
The document discusses the Strategic Execution Framework (SEF), which is a model that helps organizations align strategy creation with execution by assessing six key capabilities: Ideation, Nature, Vision, Engagement, Synthesis, and Transition (INVEST). Conducting a diagnostic using the SEF can identify strengths and weaknesses in these capabilities and their linkages. Addressing weaknesses through initiatives to develop capabilities can help organizations more effectively execute strategies and gain competitive advantage. Common weaknesses identified include a lack of understanding interrelationships between capabilities, poor synthesis of strategies into coordinated programs and projects, and an inability to transition projects to operations.
This document provides summaries of and links to several articles about outsourcing. It discusses transformational outsourcing which involves outsourcing core business activities to accelerate growth. Strategic and tactical benefits of outsourcing beyond cost savings are outlined. Guidelines for offshore outsourcing address risks, models, and delivering benefits. Banking, financial services, insurance and healthcare industries are discussed in the context of outsourcing. Softorix is introduced as a provider of outsourcing services including IT, business processes and domain expertise for these industries.
This document provides a summary of Phillis Skontos' experience as a senior project manager. She has over 20 years of experience successfully managing complex projects and programs, particularly those involving business transformation, offshore outsourcing, and change management. Her skills include stakeholder management, communication, project risk assessment, budgeting, and team leadership. She has worked in senior project roles for several large organizations across industries such as banking, consulting, and aviation.
Forward-looking organisations make a considerable investment - in adopting formal procedures and standards and in training managers and specialist staff - to ensure that they have the skills and techniques for managing change. Moreover they create a culture that encourages change, values experience and rewards innovation.
One of the most effective ways of achieving change and exploiting opportunities is the delivery of carefully planned projects. The management of projects is also a key building block in the development of many people’s careers. A good project manager will usually be a good general manager. The reverse does not always apply.
This document highlights the interdependence between managing a major programme of change and the disciplines of project management and change management. It is derived from our generic approach to achieving substantial step-changes in large organisations and needs further development and refinement to fit the particular circumstances of each situation.
On Thursday 16th October 2014, John Chapman and Andrew Gray presented at the APM Project Management in Practice Event, where the subject area was an Introduction to Programme Management.
Theirs was an interactive session where John provided the theoretical side of programme management, whilst Andrew explained how this worked using a real life example from the UK MOD where a Programme Management approach was adopted using the Managing Successful Programmes (MSP) framework.
The Programme Lifecycle gave a structure to the presentation covering seven areas
1. What is a programme?
2. Why do a programme?
3. What makes up a programme?
4. How do we run a programme?
5. Who is in the programme?
6. When does a programme end?
7. What challenges are faced?
It was important to show how Programme Management called upon the specialisms from the other Specific Interest Groups.
An example of this relates to Benefits Management. Early on in the programme the questions to be asked, and answered, include:
1. Is there a vision of a change future?
2. Is this a shared single vision?
3. Is it in line with what is needed?
4. What are the benefits to be gained?
5. Who benefits, what do they benefit, how much benefit, when do they benefit?
Andrew commented that an important area to consider was the area of stakeholder management. With a high profile programme, there are many diverse stakeholder groups and interfaces including
• An external advisory group
• Local representatives and committees
• Regulators & policy holders
• UK & Scottish governments
• Press coverage
• Wide ranging public consultations
Consultation and communication (two way) would then provide inputs and influences to the decision making process within the Programme.
At the end of the presentation Andrew noted the lessons learned (so far) on the adoption of a programme management approach as:
A Programme Management approach is not for everything
- Split change element of the objectives from long-term business as usual
Bring clarity & focus
- Projects need to know how they fit into ‘big change picture’
Get senior commitment
- Have the approach endorsed by the Programme Board
Co-ordinate stakeholder engagement
- Communications must be co-ordinated and consistent across the projects
Scale the management investment that is needed
- Do not swamp with bureaucracy
Efficient pooling of resources
- A small programme team benefits from pooling common central activities
Cope with geographically dispersed team
- Programme Management approach is the glue to hold things together
The document discusses how portfolio management can deliver corporate strategy and goals. It summarizes the transformation of YBS's portfolio from 2012-2017, going from £12-15m to £300m. It outlines how the portfolio was aligned to strategy and prioritized, and discusses the internal and external factors that influenced priorities over time. It also provides examples of benefits and outcomes achieved through portfolio projects, and discusses lessons learned around adapting the portfolio as priorities and estimates change.
This document discusses integrating change management and project management. It begins by explaining the differences between the two, with project management focusing on tasks and timelines to complete deliverables, while change management focuses on implementing changes and gaining commitment.
It then provides examples of how to integrate change management (PCI methodology) with popular project management methodologies like Prince2 and PMI. This includes mapping PCI's critical success factors to the project lifecycle and quality gates. Integrating the methods ensures projects achieve implementation and benefits, not just installation of deliverables.
Developing change management skills is also important, such as choosing people to be change agents who can help facilitate changes, build commitment, and coach managers through the process. Combin
The document provides an overview of strategic portfolio management. It discusses the rationale for portfolio management, including aligning projects with organizational strategy and goals. Benefits of portfolio management include improved resource utilization and risk management. Challenges include lack of consensus, poor prioritization, and weak controls. Critical success factors include senior management commitment, robust governance processes, and ensuring project alignment with objectives. The document also outlines portfolio management roles and provides examples of how organizations can categorize their portfolio management effectiveness.
This brochure explains Premier’s services, which encompass 3 core practice areas: Business Performance and Technology; Governance, Risk and Compliance; and Finance and Accounting.
This brochure explains Premier's services, which encompass 3 core practice areas: Business Performance and Technology; Governance, Risk and Compliance; and Finance and Accounting.
The document discusses Zurich's Portfolio Management Office (PMO) expanding its services to take on more projects. It notes that Zurich undertakes various types of projects in response to regulatory changes, risks, upgrades, and to drive growth, customer experience, and efficiency. The PMO aims to become more strategic by increasing insights, creating capacity, centralizing processes, and standardizing governance. This will help deliver projects with more confidence by continuously assessing controls and risks. The PMO also wants to adapt its services to support non-IT changes and agile projects to help more areas of the business.
Integrating Organisational Change within IT Transition and TransformationNUS-ISS
Presented by Jamie Donoghue, Principal Consultant, UXC Consulting at ISS-UXC Seminar: Move IT from Cost to Value Centre using IT Service Management and COBIT on 25 July 2014.
Portland Resourcing is a global change management recruiting firm that specializes in sourcing change management experts for business transformation projects. They focus on developing long-term partnerships with both clients and candidates based on transparency, quality, and service. Their global network allows them to source local change management specialists internationally to support organizations' transformation programs in over 70 countries.
Innovation is The New Constant Final ENGYasser Mahmud
The EPPM Board explored how organizations can foster innovation to drive business transformation. They found that innovation must be a strategic priority and involve contributions from across an organization, not just R&D. Customers should be the focus of innovation efforts. While culture change is required, tools like EPPM can help organizations select innovative projects, assess risks, and ensure successful execution to realize benefits. Budgeting specifically for innovation demonstrates its value and unlocks latent creative potential within organizations.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
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2. Specialist Resourcing Solutions to Deliver the
CFO Agenda
Of all the corporate functions, Finance remains under
seemingly constant pressure to meet new demands on
transparency, efficiency and control. Increased shareholder
scrutiny, disruptive technologies which threaten existing
business models, and credit and market turbulence; all
create challenges and opportunities; that the Finance
Function must be equipped to deal with. As a consequence
Finance Function Transformations have become a routine
feature on the corporate landscape.
Unfortunately however; finance transformation isn’t
straightforward and there isn’t a one-size-fits-all solution. No
two journeys look entirely the same. The myriad
combination of drivers, base lines, objectives, ambitions and
appetite to absorb change; means that everyone has
different starting points and just as likely, different end
points.
Priorities, Drivers & Key Issues
3. Whilst every finance transformation journey is unique; what
can be said of all transformation initiatives is that they are
both stretching and resource intensive.
Typically highly visible, they can also be risky, as project teams
strive to maintain ‘business as usual’ activities against the
backcloth of significant upheaval.
This project-based nature can present unique resourcing
challenges to an organisation, as the demand for people can
be very ‘lumpy’, and the skills required can be very specific
and specialised.
The need to draw on scarce resources exactly when
required, ratchet-up or stand down implementation teams at
will, or deploy people globally normally rules out large scale
resourcing from within the business. Freeing up skilled
individuals from their line management roles can take months
to negotiate and can simply create pressures elsewhere.
So in many situations, management turn in the first instance
to the large systems integrators and consultancies. Their
strong reputations, global operations and promise of skills in
depth and breadth are seen initially, at least, as a low risk
option.
Yet experienced independent transformation programme
directors (many of which are former Big 4 Consultants)
suggest that handing over the end-to-end delivery of a
transformation initiative exclusively to a consultancy can be
ineffective and costly. There are numerous accounts of how
badly managed ERP implementations can significantly damage
companies and the credibility of their finance functions.
Whilst consultancies may claim to have strength and depth in
many areas, independent finance transformation leaders cite
evidential experience that the reality can be very different.
The Resourcing Challenge
4. How can you blend internal process expertise with external
specialists drawn from both a consultancy & the interim
market?
It’s a familiar situation to Steve Leebrook, Transformation
Director of SA-Transformation, a leading provider of global
project teams for financial transformation and systems
implementation.
“Over the past 16 years we’ve successfully delivered over
10,000 resourcing assignments across 20 counties. When we
evaluate the success and lessons learned with our clients a
common theme appears. The most effective transformation
programmes, those which were completed to time and budget
parameters, which delivered to the business case, measured
ROI and those which truly realised tangible benefit were all
based on a hybrid solution. The Tri-Partite model allowed
them to blend internal expertise with external resources
drawn from consultancies and the sub-contract market whilst
maintaining overall control of deliverables, manpower and
costs”
Pivotal to the success of the hybrid solution is having a highly
experienced independent programme director who is ‘client
side’ and acting in the client’s interests has the authority to
marshal all of the consulting, subcontract and internal
resources to best effect. Leebrook comments;
“Typically our clients are courted by the top tier managing
consulting firms and systems integrators who they find often
work to a conflicting agenda. Organisations often don’t have
incumbent expertise and experience required to quality assure
and validate the programme scope, 3rd party deliverables and
terms of reference. For example our clients turn to us to
provide independent transformation leaders to shape, lead &
effectively deliver finance transformation whilst safeguarding
their interests. From strategic intent & concept they typically
help C-suite stakeholders to establish, understand and
subscribe to a common vision, translate the Finance Operating
Model in to a programme and ensure appropriate governance
is observed to assure deliverables. In our clients’ experience
only an independent Programme Director acting as a trusted
advisor to the CFO, Sponsor and Executive Team can
effectively and objectively manage the risk, marry the
programme objectives to embedded business outcomes and
leave a legacy for continuous improvement”.
SOLUTION: Finance Transformation and the Trusted Advisor: A Tri-Partite Model
5. Transformation Programme Team mobilisation
World Class specialist Interim resource mobilised
and account managed by one solution partner
In the final analysis, success in large scale transformation
projects essentially comes down to the quality of the people
on the project. Good quality resources are no longer the
preserve of the major consultancies and the hybrid approach
offers simplified access to highly skilled, qualified and mobile
resources that are project savvy and internationally
experienced.
A division of SystemsAccountants, SA-Transformation is a
global authority in the provision of specialist resourcing
services specific to Finance Systems & ERP enabled Change
programmes.
We are the trusted resourcing partner to a diverse array of
client organisations, ranging from mid-market private
companies, to global listed groups, public sector bodies &
NGO’s.
SA-Transformation’s programme mobilisation service
de-risks and facilitates the rapid and accurate
appointment of key positions within finance
transformation initiatives. We have many years of
experience in assembling multi-disciplinary
programme teams and have refined structured
processes to provide control and transparency and to
ensure that appropriate skills and expertise are on
boarded and stood down seamlessly.
6. SA-Transformation have referenced capability to inject the following skill sets in to
programmes at short notice:
Finance Programme & Transformation Directors Change Managers
We maintain a vetted pool of Interim Programme Directors with experience of
shaping & initiating large scale finance transformation programmes. Our most
successful interims display a natural ability to shape complex projects, distil
priorities and then focus wholly on driving delivery, balancing best practice with
pragmatism to realise the full benefits of a business case. As the delivery
figurehead they will engage & keep engaged key stakeholders; leverage the
engagement of appropriate 3rd party providers; and empower grass roots
employees; to ensure change is understood, accepted and thus successful.
We maintain an extensive, globally deployable pool of interviewed and pre-
qualified finance transformation contractors. Typically; qualified accountants who
have worked in large corporates in process re-engineering roles and combining
formal change management and communications expertise from working for one
of the main Systems Integrators, BPO providers or Consultancies such as
Accenture, IBM, Deloitte, EY, PWC or KPMG.
Solution & Data Architects / Design Authority Finance Project Management & PMO
We have specialised in assessing and grading SAP Finance ERP, Oracle e-Business,
PeopleSoft, Hyperion and Cognos Solution Architects since 1999. Additionally we
have extensive experience of qualifying Business & Data Architects to lead the
design and quality assurance of Data Governance Frameworks and Finance Target
Operating Models – across shared services, off-shore and outsourced
organisations.
Through an on-going interview programme we continually meet and vet a wide
range of Finance Project Managers. Typically either qualified accountants or
formally trained Business Project Managers and PMO experts we have access to a
deep pool of talent specific to: business case delivery & benefits realisation,
planning, governance, mobilisation, vendor management, stakeholder
engagement, risks & issues management, budget/status tracking, project comms,
project reporting & presentation.
Finance Business & Process Analysts Applications Implementation, Support & Development
Consultants
Over the past decade, we have interviewed thousands of finance business analysts
who blend extensive practical functional or operational experience of a process
domain such as R2R, P2P or O2C with a detailed understanding of the
configuration of a specific application such as Hyperion, SAP, or Oracle. Often
called Business Process Owners, they are an active ingredient in engaging grass
roots employees with an implementation project and they can play a critical role in
ensuring client staff embrace change.
We manage Europe’s most extensive interviewed & vetted pool of contractors
with specialist applications expertise across the following range of systems: Unit 4
(Agresso / CODA) / Infor (LN / LX / M3 / SunSystems) / Microsoft Dynamics (AX /
GP / NAV / SL) / Oracle (EBS / JDE / PeopleSoft) / Oracle (Hyperion / EPM) / SAP
(ERP / EPM / BOXI) / IBM (Cognos / TM1) / FinancialForce / NetSuite / Workday.
7. This diagram displays the various
resource disciplines within a typical ERP
enabled transformation programme that
we maintain a capability to deploy.
8. Finance Transformation Case Studies
Provision of 78 Interim Consultants and permanent staff to provide
programme direction, design authority, business analysis and PMO
services across GL integration, P2P implementation, Solvency II &
transformation.
Since 2005 over 100 contractors & permanent finance systems & finance
projects staff provided to AXA globally; across SAP & Finance
Transformation.
Provision of over 20 interims to global investment bank and UK retail
bank to deliver Cognos & TM1 Financial Reporting implementation and
PeopleSoft GL deployment.
Primary framework partner for global SAP Finance & Procurement
Transformation. SA provided over 50 contractors to support migration
from 250 finance systems to SAP & transition of F&A back office to India
SSC.
9. Client Testimonials
"SystemsAccountants were a trusted supplier over the course of our multi-million pound SAP
project. They demonstrated a strong grasp of our requirements and an ability to provide
resource, which was reflected in their provision of a team of highly qualified contractors. This
was a major factor in the success of this critical finance change project.”
Director of Finance Transformation - Fortune 500 Services Organisation
SAP Finance Transformation Programme
“The programme is the largest single change project that the Group has ever undertaken but
the decision to partner with SystemsAccountants has proved very astute. We did not want to
go down the Big 4 or large systems integrator route either. I do not believe we would have got
such good service from the large consultancies. SA were big enough to take on the role yet
small enough to care about maintaining service levels.”
Programme Director - FTSE 100 Services Organisation
Business Transformation Programme
10. Client Testimonials
"They do an excellent job in this niche market and I would not hesitate in recommending
them to anybody. I have had the good fortune to work all over the world with many of the
big name search firms, but have never quite enjoyed the level of service that I enjoy from
SystemsAccountants.”
Global Oracle Finance Transformation Sponsor - Orange BS
Oracle Programme
"Their comprehensive knowledge of the finance systems market, their range of candidates and
high service levels consistently ensure that I am able to obtain exceptional candidates, which
have been promoted to accurately reflect my requirements. For me personally it is the
professional and personal level of the service received and their value add to the recruitment
process that mark them way ahead of their competitors"
Group Financial Systems Manager – Old Mutual PLC
Hyperion/EPM Recruitment