Business Transformation and PMO
Business Transformation
The execution of strategy often involves broad business transformation initiatives that cut across organisation functions and geographies. The programmes are aimed at achieving strategic change in direction, operating model and processes. The delivery of business transformation programmes therefore require multi-disciplinary teams and approaches to deliver an integrated result. In addition to integrating and managing a portfolio of projects, organisation stakeholders need to be aligned (journey management) and value needs to be tracked. This is in addition to the usual combination of time, cost, quality and risk management.
Programme Management
In addition to delivering complex business transformations, the Programme Management capability is an essential part of large engagements whether technology, process or strategy. The programme management office (PMO) is responsible for running and administrating Projects and Programmes where Deloitte resources are involved.
The Deloitte Programme Management approach includes tried and tested methodologies and frameworks such as Prince 3, PMM4 and PMBOK. Various proprietary tools and templates are used to ensure delivery success.
Key Challenges
Challenges to effective programme management:
- Poor communication across the organization
- Lack of coordination causes duplication
- Cross project risks and issues not identified or effectively managed
- Information gap arises between project work and the enterprise, and projects may not support the overall business strategy
- Wastage of resources deployed for non-core projects and activities
- Inconsistent approaches to project management emerge
- Lack of accountability for deliverables and outcomes
- Poor baselines to measure performance against Performance not tracked
- Poor stakeholder/organizational buy-in and support for projects
- Conflicting organization priorities reduce efficiency in project delivery.
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