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Programme Management Strategic Business Change – Multiple
Project Control |
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End Client : Hackney LBC My Role & Responsibility: ·
Define, customise and implement overall
Programme/Project Management methods based on PRINCE2 ·
Overall Business Transformation Programme
Management using customised PRINCE2 ·
Report to Supplier CEO
and liaise with Council Department Heads to establish Strategic Change Agenda ·
Facilitation of workshops with council executives and Subject Matter Experts to
establish and prioritise Business Cases Project Scope ·
Define, customise and implement overall
Programme/Project Management methods based on PRINCE2 ·
Build and manage prioritised Strategic
Change Agenda ·
Duration – 9 months (initial) ·
Overall Programme size - £10m |
Key Drivers for Business Change: Hackney LBC had made the decision to outsource operational functions
for its Council Tax Revenue and Housing Benefits departments to a third party
Managed Services supplier. However,
the Council and the Supplier experienced difficulty in successfully managing
the transition from an in-house operation to an outsourced service, whilst
still achieving the council’s objectives in terms of service to the
community, staff satisfaction and Revenue collection targets. The
decision was made to embark on the planning stage for major transformation of
the Revenues and Benefits functions so that the Council and the Supplier had
options open to either continue with the original contract; to change to a
different outsourcing partner; or to bring the functions back in-house. Within an
overall PRINCE2 framework, a Transformation Programme was then initiated which
focused delivery of the Council’s Strategy, Key Objectives and KPIs through major improvements in business processes;
implementation of new technology; and organisational/cultural change |
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Overall
Programme/Project Management Framework Based on PRINCE2
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Key Business
Benefits: |
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Implementation of formalised Programme/Project
management processes (PRINCE2) allowed HLBC and the
supplier to exercise better control over their joint strategic business options
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Establishment of the Strategic Change Agenda
identified a number of “quick wins” which were implemented to deliver
intermediate service improvements at minimal cost |
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The Council received an overall plan for
rectification of issues, that could be used in the event that the Revenues
and Benefits functions were transferred to a different external supplier or
brought back in-house |
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