Driving Technology
Project Change

Our banking client had a dated end-to-end delivery process in place to implement projects which only supported Waterfall deliveries. The client also had no detailed delivery documentation which created inconsistencies in timing and sequencing of project activities. They required a full process review to understand the methodologies in use in order to improve, deliver faster and more consistently across the technology function.

The client had no detailed delivery documentation which created inconsistencies in timing and sequencing of project activities. They relied heavily on the knowledge and relationships of people; this resulted in several projects being delivered via ‘favours’ which impacted reporting and provided a very poor experience for new starters. Employees had varying understandings of existing processes and when to adopt them, with approval challenges culminating in resource being re-assigned elsewhere and projects not starting or finishing on time.

Our delivery experts interviewed 40 client stakeholders to pinpoint problems, and reviewed over 50 artefacts, 24 business and project governance forums, and 22 shared sites including decommissioning recommendations. They then performed an impact assessment of the end-to-end delivery process to deliver several activities that drove improvements for the client.

See how our review and recommendations created a 20% improvement in efficiency.