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Our IT consultants have been saving clients millions and getting big results for over 15 years. Below are just a few of our case studies. We highlight in the table below that our assignments require a unique combination of skills in vendor management (VMO), program management, sourcing consulting, as well as enterprise technology services (ETS) and IT Service Management (ITSM).

To see any case study, just click the link or scroll down.

Case Study Topic IT & BPO Sourcing VMO PMO & Program Management ETS ITSM
Advisor – Provide client expert advice and counsel at critical decision points
Launch of an IT VMO – Vendor Management Office
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Creation of an outsourcing governance & relationship management model
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7 Year ABM – Automated Banking Machine outsourcing RFP
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End-of-term outsourcing strategy for large $1B deal and advisory thru deal cycle
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Add operational governance to existing global outsourcing governance model – contract, process and implementation
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Design a more robust project intake with controls, and publish policy to institute and lock-down
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Design of a large HR structure and HRIS outsourced model
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Interim Executive – Provide Interim VP or SVP for < 24 months
VP, PMO for a Canadian Fortune50
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VP, IT Vendor Management for a Canadian Fortune50
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SVP/CIO Information Technology & Services for a Canadian Fortune50
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Strategy and/or Business Case (TCV $50MM – $1B) – lead creation or provide expert 3rd party validation
Business case & strategy for a $1B ITO multi-tower 1st Genn outsourcing
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Business case & strategy Validation for a large US/Canadian data center consolidation
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Strategy & high-level business case for a LATAM data center consolidation
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Strategy & business case to consolidate all IT hardware maintenance agreements and outsource
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Revised AMS outsourcing strategy and business case; defined turn-around action plan
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Sourcing / RFx Management (TCV $10MM – $1B) – facilitate creation of a robust RFX and Manage Sourcing Event
5 year ITO multi-tower outsourcing RFP
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Turn around of an IBM multi-year $40MM POS – Point Of Sale program
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3 year AMS (Application Management Services) RFP
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3 year deskside support RFP
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Vendor Negotiations Consulting – provide leadership, leverage & faciltation to get desired outcomes
Significant Joint Venture Agreements
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$400MM IT vendor consolidation effort
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Various large IT maintenance renewals
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Turn Around Remediation Leadership – provide strategy, leadership & faciltation to Get2Green
Turn-around of a Mexican Transition & Transformation program
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Project portfolio review and rationalization against new priorities
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Turn-around of a $60MM AMS outsourcing arrangement
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Transition & Transformation Program & Governance – create model, provide leadership & deliver results
From AMS out-tasking to full outsourcing operating model
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From inhouse ETS/GTS organization with 200+ 3rd party contracts to a $1B ITO outsourcing arrangement
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From 2nd Gen onsite outsource to 3rd Gen 70% offshore model for large $1B ITO arranagement
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From 3 card platforms to a single card platform to be managed by an outsourcer
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From inhouse national ABM network and providers to a single BPO outsourcer
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Augmentation of Enterprise Infrastructure & Management Specialists – provide hard to find specialists
Enterprise IT Infrastructure Program Managers, Project Managers & Technical SMEs

  • Data Center Move and/or consolidation
  • Call Center launch, consolidation, outsource or repatriation
  • Global or National Network design and deployments
  • ITSM tool & process improvement implementation
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ITSM & Governance Process Consultants
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IT Vendor Managers, Financial Analysts & Contract Analysts
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IT PMO Officer & Program Managers
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Launch of an IT VMO – Vendor Management Office

Client:  $10B / Year Leading Canadian Retail Drug & Beauty Stores

Client Challenge

In 2006 the client’s best-of-breed strategy had organically grown to over 200+ IT vendors providing various maintenance & enhancements.  This Keep-The-Lights-On shop was starting a significant portfolio of new projects and multi-year programs.   Legal, strategic procurement, CIO and CFO experienced events that demonstrated that they did not have adequate policies, processes and controls around the $70M+ in external IT vendor annual spend. R3P was asked to investigate and concluded that the client was taking undue risks, not fully utilizing pre-paid contracts, accepting below market productivity and performance levels.

The root cause of these challenges were: (1) too many vendors to manage & govern; (2) inadequate definition of the operating model with each parties’ accountabilities; (3) governance structure without adequate controls for verification; (4) “best effort” vendor accountability due to missing/ineffective SLAs & KPIs; and (5) short-term view that was inadequate for the supply-demand forecasting and scheduling model required for magnitude of spend.

R3P Approach

The approach agreed to with the client CEO was to:

(1) take centralized ownership of steady-state operations under CFO guidance and link processes into key stakeholders: finance, legal and procurement – promote VMO mandate statement;

(2) Address critical tactical needs that provide the most value in Year 1;

(3) Roll-out new operating model & governance at a pace and granularity that can be absorbed by client;

(4) Recruit and mentor accountable VP, Director and managers for effective long-term sustainability;

(4) Automate via tools for key repetitive tasks;

(5) Roll-out training to key stakeholders and customers to promote self-service

Results

  R3P facilitated and oversaw $18M in savings in this first initiative and subsequent significant $MM/annual savings; reduction of risk and surprises; established supply/demand models; as well as performance & productivity measures to enable top 5 vendor management and customer/stakeholder expectations.

7 Year ABM – Automated Banking Machine Outsourcing RFP

Client:  ABM outsourcing at Big5 Canadian Retail Bank

Client Challenge

The ABM Network was costly to run and out of compliance – it was a problem that needed urgent response. The Bank issued an RFP to 12 vendors and narrowed the selection to 2 finalists. However the selection model was insufficiently developed to make a proper selection between the candidates.  Even worse, the operating model was not documented which made demarcation of responsibilities and interaction models impossible.   They were also lacking in process documentation, which made it difficult for an outsourcer to bid on the work effort.

R3P Approach

We performed an in-flight evaluation of the selection process and made recommendations around enhancing the structure and understanding of what was being evaluated. We paused the RFP for 6 months to develop a comprehensive financial model for the business case, and a complete operating model, reference architecture and technology requirements. We then restarted the RFP and facilitated provider due diligence, the vendor selection and completed the business case.

Results

This resulted in a understandable business case, fair selection criteria and adequate information for the outsourcers to provide meaningful apples-to-apples bids.  A side benefit of the model documentation gave the client a deeper understanding of how compliance will be maintained and a hardened business case.

Design a more robust project intake with controls, and publish policy to institute and lock-down

Client: $10B Leading Canadian Retail Drug & Beauty Stores

Client Challenge

Client had a informal IT project in-take process for assessing and approving the start of new projects. As a result, projects were being assigned budgets and started across the enterprise without a proper business case, or alignment between the Business and Information Technology (IT). A number of these projects were operating under the radar, not aligned to the company’s strategic direction, and C-level executives were unaware of the project’s existence.  As a result budget was being consumed by unnecessary projects.

R3P Approach

(1)   Develop a formal project intake process. R3P developed a standard Business Case template, highlighting the purpose of the mandate, how it aligned with the strategic direction, the forecasted schedule and budget, and the expected hard and soft benefits. Both the Business and IT presenters had to commit to the mandate, availability of staff, the schedule and budget, and the identified benefits.

(2)   Develop awareness, implement and govern the process. R3P socialized the new process and benefits. We also  provided feedback on the submitted Business Case to ensure it was realistic and assessed Business and IT alignment.

(3)   Facilitate PIC. R3P scheduled and facilitated the Project Investment Committee meetings, taking minutes and documenting the approval decision. Projects were not allowed to be initiated or staffed without receiving an approval from the Project Investment Committee.

Results

The new process ensured all new projects were aligned with the strategic direction of the company, had available funding, and a commitment to realizing benefits. This saved the company money and ensured the forecasted benefits were realistic. This process was used to assist in the company’s budgeting exercise for projects in the next fiscal year and also prevented rogue projects from being executed under the radar.

Business case & strategy for a $1B ITO multi-tower 1st Genn outsourcing

Client:  A Big5 Canadian Bank

Client Challenge

The Bank needed to develop a comprehensive business case for a $1B investment in a ITO outsourcing arrangement with IBM. The project spanned multiple service towers and operational groups.  The business case needed socialization with many executive stakeholders and board review.  As such, the business case needed a complete framework, sensitivity analysis and polish.

R3P Approach

We reviewed the raw financial information that was being provided in a variety of formats by all the organizational groups, then it was refined and improved it into a standard model that could be input into an overall financial model. In doing this it also created an improved understanding of related technology and organizational issues.

We became the bridge between the business case team and the outsourcing solution team. We were able to leverage models and know-how from past experience, and apply them to perform ongoing in-flight reviews of the business case teams to ensure the quality of the information and identify any gaps.

Results

The Bank completed and approved a business case for $750MM that they felt confident they could move forward on. The quality of the business case was such that it has become the benchmark for the client’s outsourcing business cases in the future. We were engaged subsequently to apply the same process to the next large outsourcing deal.

Strategy & business case to consolidate all IT hardware maintenance agreements and outsource

Client: $10B Leading Canadian Retail Drug & Beauty Stores

Client Challenge

IT hardware maintenance services have grown tremendously in both types of devices and number of stores over the past 15 years. There were inadequate governance and controls for the $11MM/year spend in asset, financial, contract & SLA  management.  The environment was overly complex with different definitions, processes and accountabilities among vendors. No common understanding among users, vendors and help desk.

R3P Approach

(1)   Create robust strategy & high-level business case. We created a credible business case of cost savings and service improvements leveraging known best-in-class improvements assembled into a new operating model. We had active engagement of Directors and we gained alignment with the VPs.

(2)   Document optimized interaction model, roles, accountabilities for RFP. A single best in class interaction model & RACI was documented for all hardware maintenance. Central roles were clarified, interactions and accountabilities.  Were appropriate we introduced swaps, remote diagnostic, as well as improved warranty and disposal management.

(3)   Run RFP and chose provider. We managed the RFP process, solution validation, provider selection & business case.

(4)   High-Level Transition Plan. We created a plan to onboard key roles, create the incident hub among vendors, consolidate contracts, consolidate operations and perform IT asset true-up.  This positioned the client to lead and complete the transition.

 

Results

R3P successfully completed a robust strategy, new operating model, chosen provider and transition plan.  The client had all the elements to complete a major transition over 18 months.  All the projected benefits were achieved, as planned and the client lead was promoted.   

Turn-around of a IBM multi-year $40MM POS – Point-Of-Sale Program

Client: $10B Leading Canadian Retail Drug & Beauty Stores

Client Challenge

The existing Point-of-Sale (POS) was built on legacy software that was unable to mange the multi-promotional offerings, instead relying on part-time cashiers to inconsistently manage the promotional rules manually.  The client wanted to convert to a automated promotional rules engine platform that would provide increased flexibility to marketing and consistent store execution of customer experience, profit and points management. The client program was stalling due to four inter-locked challenges: (1) weak systems integrator contract; (2) inadequate requirements governance over new functionality & 51 points of integration; (3) weak coordination of 5 development teams in 4 countries; and (4) a single release strategy.

R3P Approach

(1)   Inflight review of program, governance, vendors & business case. We validated root cause of delays, vendor capabilities, overall structure and prioritization of business case benefits & alignment to corporate strategy.

(2)    Lock down requirements based on multi-release prioritization. We re-prioritized requirements into a multi-release based on benefits that were vetted by CEO and locked down.  Only CEO could change priority.

(3)  Renegotiate Systems Integrator Contract, Project Plan & Lock Down Integration Points. We negotiated a revised  approach in the SOW, and clarified accountabilities.  We also identified key risks, owners & risk management plan.

(4)   Implemented a More Robust Governance. We created and implemented a more robust program core team and program governance process to handle the multi-client-stakeholders and the five development teams.

Results

R3P successfully stopped the monthly spend, re-set contract, governance & program for streamlined execution.  The multi-release approach allowed roll-out to 750 stores and partial benefits realization within the next fiscal year. After the program was complete the prioritization of requirements based on benefits to be incorporated into the next release approach became part of steady-state model. Final approval of prioritization stayed with the CEO.   

Project Portfolio Review And Rationalization Against New Priorities

Client: $10B Leading Canadian Retail Drug & Beauty Stores

Client Challenge

The Business Intelligence program was executing 7 concurrent projects intended to develop a new set of data marts, while decommissioning an existing data warehouse. A vendor partner was managing the portfolio of projects, and none of the projects were delivering according to the agreed budget or schedule. The vendor was attempting to share a small team across all projects in the program, so none of the projects had a dedicated team, and as a result they continued to miss milestones and spend beyond budget.

R3P Approach

1)   Assess and prioritize the active projects. The projects were temporarily halted, while the mandate for each project was analyzed to determine if it aligned with the company’s overall strategic direction. Projects that weren’t in alignment were cancelled, resulting in 4 of the original 7 projects remaining active.

(2)   Revise schedules and rationalize staff. A Sr. Project Manager, and Data Warehouse Architect from the Client were engaged to review/revise the schedules of the projects contained in the revised portfolio. Concurrent to revising the schedule, the team reviewed developed a staff model required to achieve the schedule.

(3)   Revise vendor contracts. The resulting teams were comprised of client and vendor staff. Each project was led by a client Project Manager, and joined by selected staff from the vendor engaged as talent on the project, with defined tasks, deliverables, and target dates. The vendor contracts were revised with new roles, responsibilities and budget.

Results

R3P successfully stopped the ongoing budget bleeding, restructured the program, positioned each project for success, and monitored the projects on a weekly basis until they were completed. The data marts went live in accordance to the revised schedule, and the client was able to decommission the original data warehouse, saving significant budget and effort due to no longer being required to support and maintain an old data warehouse.

Turn-around of a $60MM AMS outsourcing arrangement

Client:  $10B Leading Canadian Retail Drug & Beauty Stores

Client Challenge

All business application (106 applications) maintenance & enhancement work was outsourced subsequent to an RFP process. The original transition to outsourcer and setup of the new operating model was poorly executed on both sides. When the back room analysis began the relationship was near collapse, performance was poor and expectations misaligned.  The root cause of these challenges were: (1) poor business case which lead to inadequate KPIs; (2) under-staffed and incomplete

From inhouse ETS/GTS organization with 200+ 3rd party contracts to a $1B ITO outsourcing arrangement

Client:  A Big 5 Canadian Bank

Client Challenge

The client was venturing into it’s 2nd large outsourcing deal, a 1st generation $1B multi-tower enterprise IT infrastructure.  This was a large initiative that the outsourcer could not do on their own.  Significant client involvement, work effort, coordination and organizational change was required.  The client decided to engage our experienced consultants that could leverage our templates, tools, best practices and lessons learned.  We were asked to design the program structure, staffing levels, program governance and the program planning based on our past experience at other major financial institutions. We were also asked to launch the program with a integrated consultant and client team.

R3P Approach

We used our proven program framework and checklist to rationalize work-streams from 12 to 6.  We led a work breakdown structure exercise to better understand project deliverables, timing, work activity for project planning and effort for staffing levels from client and externals. We challenged the outsourcer to explicitly state in writing client obligations. A single integrated outsourcer/client plan was developed. We leveraged best practices for program structure and governance, customized to client situation and unique needs.  We leveraged our T&T program charter template and checklist to insure completeness and did several SME reviews to insure quality.

We launched the program supplying the program director and core program team supplemented by the client.  We challenged the outsourcer and mentored the client staff as they on-boarded into the program. We led the first phase and then handed the reins over to the client.  We stayed on in a advisory capacity for the most challenging issues/risks.

Results

The outsourcing transition finished on-time and on-budget.  The governance effectively handled the escalated issues, risks and decisions in a timely manner.  The organizational change and communications plan was leveraged successfully.

From 3 Card Platforms To A Single Card Platform To Be Managed By An Outsourcer

Client:  A major Canadian Financial Institution

Client Challenge

We were asked to assist the client with transition planning of a large, strategic and high risk program.  The client wanted to consolidate 3 core card platforms to 1, and outsource it’s core card processing operations to TSYS.  The client’s knowledge of this area was fragmented after mergers, and they felt they did not have all the collective experience nor the facilitation skills required to develop a robust high-level transition plan.  A staffing plan, program and governance model was also required to compliment the high level plan.

R3P Approach

We interviewed key project stakeholders, as well as interface partners.  There were commonalities and differences to the 3 card systems that needed to be captured.  As well, there were many different 3rd party interfaces to consider. As such, we created a dependency matrix that we improved via workshops.  A straw dog of a transition plan was created and we refined it during workshops with the client.  Based on past experience and insights gathered through interviews, workshops and analysis, we created a program charter.  The charter had the key program structure, governance and risk assessment along with high level plan milestones.

Results

Through our assistance, the client gained the information necessary to make decisions about current project structure, governance, timeline and required budget. By better understanding its key dependencies and critical path, the client was positioned to meet its strategic outsourcing objectives.