Programme Management

Strategic Corporate Change – Multiple Project Control

 

Client : HPI Group

 

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 CEO and liaise with Directors to establish Strategic Change Agenda

·         Facilitation of workshops with client executives and Subject Matter Experts to establish and prioritise Business Cases

·         Build and maintain Interlinked Programme/Project structures and resource requirements using MS Project

 

Project Scope

·         Define, customise and implement overall Programme/Project Management methods based on PRINCE2

·         Build and manage prioritised Corporate Strategic Change Agenda

·         Duration – 6 months

·         Overall Programme size - £15m

 

 

Key Drivers for Business Change:

 

HPI was founded in 1938 for the purpose of providing finance companies with information about the ownership and history of motor vehicles to help prevent fraud. Over time, the service was extended to include insurance companies and the General Public.

 

For most of its long history HPI had no competition. However, HPI’s acquisition by a large financial services corporation coincided with the appearance of a strong UK competitor in the marketplace.

 

These two factors meant that HPI had to react quickly and strategically to accommodate the requirements of its’ new parent organisation and to protect its’ position in the marketplace.

 

HPI commenced a major Business Transformation Programme which included over 50 separate, but interlinked, projects ranging from Call Centre optimisation, to new product launches and technology implementation.

 

HPI recognised that it did not have the necessary internal skills to create an appropriate Programme/Project Management framework.

 

 

 

Overall Project Management Framework Based on PRINCE2

 

 

 

Key Business Benefits:

 

·         Implementation of formalised Programme/Project management processes (PRINCE2) allowed HPI to exercise better control over its strategic business initiatives

·         Return on investment was optimised by ensuring continuous alignment of the various projects with the original Business Cases and Strategic Objectives

 

·         Using MSProject to interlink individual projects into the overall Business Transformation Programme enabled resource conflicts to be resolved and Critical Path activities to be focused

·         Overall “time to market” for new products was reduced by adopting a more rigorous approach to project planning and control

·         “Scope Creep” which had occurred in previous projects was eliminated