Global Telecoms Provider
PMO set-up and operation of a program to replace a legacy billing platform.
The Client
Our client is one of the top mobile operators in Europe and a leading provider of broadband Internet services.
A leader in fixed, mobile and converged broadband access, carrier and enterprise IP technologies, applications, and services, our client offers the end-to-end solutions that enable compelling communications services.
The Challenge
A program was set up to replace multiple legacy billing platforms with a common Oracle BRM solution. A change in strategy and delivery partner gave rise to the need to restructure and re-plan the program.
The challenge was to conduct an initial 8 week re-planning exercise with the aim of presenting a revised organization, plan and cost to the board for approval and then to support the ongoing running of the program.
This had to be conducted in parallel to the running of the program to complete design work and also had to initiate engagement with internal and external suppliers to enable a rapid ramp up of the program following approval.
The Pcubed Solution
The Pcubed solution was broken down in to 3 phases to support the re-planning, ramp-up and full PMO operation to support the program. Each of the phases utilized our Program Diagnostic tool to build capability that directly addressed known issues against a proven framework.
- Re-planning - An 8 week re-planning phase culminating in a presentation to the Board for approval. The primary focus was developing and costing a delivery plan that gained the acceptance of key contributing partners. Alongside this the governance and controls for the program were developed to demonstrate how a high level of discipline would be applied to the program.
- Ramp-up - The program ramp-up covered a period of 12 weeks. During the Ramp up the program movedincreased governance events in line with the new program structure as the program team increased. SharePoint was deployed as the central repository for all program information. This included online management of Risk, Actions, Issues and Decisions. Planning and reporting standards for the program were created and implemented. Detailed planning to create a bottom up plan that validated the top down program plan created in phase 1. This took weekly workshops with plan owners and culminated with a structure that had over 100 detailed plans that were consolidated on a weekly basis.
- Full PMO - The full PMO took on the task of maturing and managing the controls put in place in the first two phases. To ensure the goals of the PMO are delivered effectively the team is assessed quarterly on defined criteria of 360 review, PMO service level agreements, program controls and program delivery. Importantly the PMO is expected by both the Program Manager and the Sponsor to report the facts, good or bad, largely driven by the plan, so that the true status is understood and issues can be dealt with openly and practically.
Key elements of the solution included:
- Program governance structure with fact based reporting.
- Planning standards and templates implemented across the program to enable efficient integration of over 100 component plans.
- Program SharePoint used as the central repository for all program information.
- Discipline control of all formal program documents.
Business Benefits
- The use of a standard Program Diagnostic tool as a reference point enabled the PMO to support a wide range of responsibilities early on based on sound and repeatable best practice.
- The creation, maintenance and change control of a logical program plan formed the heart beat of the program, ensuring that all resources are focused on a defined, understood and communicated set of priorities.
- Deviations from plan are easily identified and dealt with. The PMO acts a trusted advisor to the management team, facilitating activities that seek to resolve issues quickly, pragmatically and impartially