Drive Transformational Change to Achieve Big Results

Business-As-Usual Project Portfolio: Companies are constantly managing a portfolio of Business (BU) and Information Technology (IT) initiatives. This normal portfolio can be challenging at times, and requires experienced program managers, project managers and PMO oversight. These roles are most often led by full-time employees and augmented by a contingent workforce to manage the ups and downs. Most mature organizations have methodology, controls, governance and reporting well documented and deployed for the more standard and repeatable projects.

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CONDITION: Organizational Change: Driven by rapid growth, market consolidation, major regulatory changes, outsourcing, M&A, customer expectations changes, change in CEO/Board expectations and/or disruptive competition will disrupt the BAU project portfolio, approach and oversight.

RESPONSE: Differentiate non-BAU initiatives into a 2^nd Portfolio: When this Change occurs, the challenge is to differentiate non-BAU projects when they enter the project portfolio and treat them differently. This can be difficult to identify, as all projects have been put thru the same methodology for so many years. A new project categorization needs to be part of the formal project intake process and governance. These non-BAU projects need to be in a non-BAU portfolio that is given distinct visibility to the executives, more regular cadence, controls and oversight. These projects also need non-BAU project/program leadership.

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R3P provides TRANSFORMATION MANAGEMENT services to Clients to lead the non-BAU initiatives on our client’s behalf, for (i) Specialized Project, (ii) Transformational Program, and (3) Remediation of Gaps:

#1. Specialized R3P Consultant/Project Manager

Projects that are not done frequently within an organization (every 20-30 years), everyone has an opinion, there are pockets of heavy resistance to change, and the required specialized skills are not kept in-house. In these situations, R3P proposes the project be led by a Specialized R3P Consultant / PM. Examples would be (i)Data Center Move, (ii) repatriation of an outsourcing tower, (iii)credit card call center process optimization project or a (iv)mortgage application digitization project.

These specialized projects require a Specialized R3P Consultant / PM with:

• Specialized solution expertise to guide a specialized discovery process to understand current state, requirements, solution validation at commencement and during the project implementation.
• Soft consultant skills to deal with resistance groups, manage diverse stakeholders and deal with the more holistic people, process and technology dimensions
• Project management discipline to drive the initiatives with the PM disciplines expected

#2. Transformation Program Office

A collection of 5-50 specialized projects that have more dimensions (IT, HR, Legal, finance, real estate, risk & compliance), multi-geography and multi-stakeholder that are much more complex and challenging to manage. It requires more specialized discovery, extensive resource, risk and dependency planning, oversight and with many execution threads. R3P transformation program leadership takes an embedded, efficient and culturally sensitive delivery approach to implement on-time and on-budget transformations. In these situations, R3P proposes the program be led by a R3P Transformation Program Office and Specialized R3P Consultant/PMs. Examples would be (i)Large Data Center Consolidation, (ii) Outsourcing T&T program of 25+ projects, (iii)Enterprise Cost-Take-Out program, (iv)Shared Service launch and consolidation, or a (v)large corporate acquisition and integration program.

These specialized programs require a R3P Transformation Program Office and Specialized R3P Consultant/PMs with capabilities to manage:

• Program Complexity: Proactively builds program level resourcing, dependency, risk & financial models with mitigation plans to create awareness & focus, and to be prepared to execute course correction/clarity, when and if required.
• Unplanned Executive Decisions: Diligently manage the administration, analysis, decision and processing of issues, risks and changes in a timely manner by the right decision authorities; proactively identify which require executive escalation, decision framing and facilitation to insure timely action.
• Pockets of Resistance: Identify pockets of resistance, concerns and a strategy with key messages to neutralize the concern. We will also identify embedded champions, and arm them with key messages.
• Sustained Multi-Year Executive Stakeholder Support: We keep SVP and VP key stakeholders engaged and aligned via cadence meetings, with targeted dashboards that highlight key topics and frame decisions that require their concurrence or approval.
• Organizational Change: develop a OCM plan and manage proactively the training, communications, process & procedures, as well as the organizational roles and reporting changes required to keep change momentum and insure a new sustainable model.
• Overall communications: develop and manage to a communication plan that is integrated with overall corporate communications and includes all impacted and informed stakeholder groups.

NOTE: The above capabilities are over-and-above the typical BAU program capabilities, and specialized project capabilities required.

#3. Identification & Remediation of Gaps

Once the project portfolio is growing dramatically and there are several transformational programs, as well as specialized projects, R3P is often asked to assist to address immediate known gaps and to perform analysis work to expose further gaps and deficiencies in the overall PMO or specific programs/projects that are in trouble.

In these situations, R3P leverages a variety of R3P Consultants. Examples would be:

• Facilitate a re-prioritization of the project portfolio based on “do-ability” & business goal alignment to reduce overall spend in line with new budget
• Improve overall process for Work Intake and Project Portfolio Management
• Implement a 2^nd transformational program and/or specialized project methodology, tools and controls
• Conduct in-flight project/program audits to expose material deficiencies & create a remediation plan
• Lead a Get2Green remediation effort for a troubled program or large project
• Provide hard-to-find professionals to quickly fill gaps, such as: OCM FS Consultant, Spanish speaking specialized Program Manager/Program Executive willing to work out-of-country, Governance SME, and specialized consultant/PMs.

Clients