Programme Management is an important component of transformation programmes. It is a driver of implementation success, a contributor to developing the governance and control required for sustainability of the solution, and a mechanism to ensure that the focus of the transformation remains rooted in delivering the business case.
Deloitte deploys different types of Programme Management depending on the size, scope and complexity of the programme.
- On all our engagements we deploy, as a minimum, project and programme management infrastructure, governance and control.
- On large and complex programmes, we deploy a Programme Management Office (PMO) which coordinates and integrates the projects and their delivery. Best in class global programme management processes and standards like Prince 2 and PMBOK are deployed as required, and are customised around the specific requirements and expected outcomes.
- Where the focus is on ensuring that a portfolio of projects delivers an expected ROI, rather than on the individual delivery of projects, we deploy a Results Management Office (RMO). In addition to the standard structures and processes associated with the PMO, we focus on defining, tracking and controlling outcomes, benefits and expected return on investment.
Within Human Capital, we believe that Programme Management is an essential component of transformation and change. The top ten lessons learnt globally and repeatedly from large transformation programmes always include specific people, stakeholder, governance and communication issues. Programme Leadership and Management owns the processes, tools and governance to manage these specific challenges.
The Deloitte transformation approach ensures that we leverage the appropriate and relevant components of programme management to lead and manage through the people challenges typical of transformation and change programmes.