7 Keys To Programme Delivery
Implementing a successful project or strategy can be a complex process, but there are several key principles and steps that we utilise to ensure successful implementation.
Here are seven keys to implementation:
Business Benefits – this is central to our approach and the programme activities are all related to ensuring these business benefits are realised. Clearly articulating the value of the business benefits and assigning ownership is a critical activity that we will work with the customer's team. This will include confirming the proportion of business benefits that are intangible versus tangible, thus carrying financial value and supporting your return on investment.
Scope – ensuring the programmes scope and responsibilities are clearly defined and understood will be an early mobilisation activity with the project team and then communicated with the Steering Committee. Changes to the scope will be validated through the Design Authority and formal change control documentation will be provided to the team for approval.
Plan – this will be also validated during the mobilisation phase. Deliverables and project milestones will be agreed including the pace of the programme. Once the plan, milestones and deliverables are agreed this will also become subject to change control, following the approval process as scope changes.
Stakeholders– engagement and participation of all stakeholders is critical to the success of the programme. We will stand up key forums and communication channels to enable participation in the programme. The Design Authority will provide an additional forum for the business to engage with the programme and the Steering Committee will enable the executives to have visibility of the programme.
Team – As part of our programme status tracking, we will work with the programme lead to ensure that the team are engaged, motivated and not over stretched. We will apply this approach to our own team to ensure that there is a collaborative and learning approach to delivery and will work with the team to augment the team if required.
Risk and Issues – through the formal workstream and programme reporting, risk and issues will be surfaced and mitigations identified, initially across the project team and then escalated to Steering Committee if a decision is required needing executive approval. This is typically associated with major change to time, costs or scope. A formal risk and issues register will be kept through the project lifecycle to ensure that they are raised, assessed with mitigation identified or risk accepted.
Delivery Organisation – as part of our transparent approach we will communicate any issues that arise relating to team availability or management of vendors.
Remember that the keys to implementation vary depending on the specific project, which is why we align all implementation strategies with the unique circumstances of each customer's requirements. We do this by involving key stakeholders and maintaining a focus on the continuous improvement of the business.