“Auxilion has been a true partner in our journey to drive an ambitious and effective digital transformation programme. We needed a change agent that understood our business, our objectives and our unique potential. Auxilion proved to be the one.”
Full transition of portfolio, new governance framework required
Project, Programme & Portfolio Management
Developed and helped to implement a new governance structure
Implemented a series of new protocols based on established best practices
Introduced new quality assurance framework
The PMO setup for the project was nominated and shortlisted for a PMO of the Year award
A major strategic initiative by a large insurance company resulted in a decision to set up a software development & support centre in Ireland. This meant that functions previously conducted in twenty-two European countries needed to be transitioned to the one Irish site.
This resulted in a significant portfolio of projects needing to transition in a planned and staged manner in five phases.
I.T. Alliance, an Auxilion company, was engaged to:
The scope of the initial phase of the engagement involved undertaking an objective assessment of the planning of the countries that constituted phase I. An assurance review which considered all aspects of project and program planning was initiated via a facilitated series of lessons learned workshops.
This was followed by a targeted intervention at the governance and program layers which resulted in a governance framework being developed by the team. This effectively re-cast the roles and responsibilities of all the key parties and was hinged on a set of project and program management principles which senior management subscribed to.
The next focus point that helped transform the effectiveness of the portfolio of projects was developing a ‘supportive’ PMO which provided a range of supporting functions and administrative support staff to the team of project managers across the various phases. Auxilion framed the PMO functions based primarily on the outputs of the facilitated lessons learned review along with the revised governance framework and the revised roles and responsibilities of the various project stakeholders.
Auxilion’s project management consultants effectively integrated with both the client’s management layers, their project teams, and the corporate PMO and helped design a more effective governance model to simplify the transition programme.
Once the revamped structures were effectively adopted, Auxilion’s team was engaged to support the PMO in the delivery of a range of project support services and to take on large project components by engaging four senior project managers to complement the client’s team.
Auxilion leveraged a series of best practice standards as per the list below. The various artefacts that were developed were adopted by the new Software Development & Support Centre.
The PMO that was set up to manage this programme was nominated and shortlisted for ‘PMO of the Year’ and was recognized as an exemplar PMO in its category. This was a notable reputational value-add that the client acknowledged by awarding Auxilion with a series of follow-on contracts.
This contract is a good example of the type of services that Auxilion delivers in this domain. This includes:
The engagement also involved introducing best practice standards and the management of all aspects of the portfolio, including scope, schedule, budget, communications, procurement, stakeholder management, and risk management across all projects and programmes.
“Auxilion designed and implemented an extremely effective transition plan for us, based on established best practices but adapted to our specific needs.”