Leading Mobile Telecommunication Company
Time-to-Market at a mobile telecoms company.
Driven by a strategic desire to be the leader in digital convergence, our client's roadmap was very diverse and complex, combining major infrastructure programs as well as complex new product offerings requiring skills that historically had not been required. In simple terms, the company did not have the ability to manage the roadmap's complexity. Time-to-market increased as projects became delayed, and a number of simple projects failed to deliver. Consequently, the trust between demand and delivery broke down.
The Pcubed Solution
Pcubed designed and led a time-to-market transformation program which created:
- A new business wide prioritization process driven by a new Product Board. This focuses resources on strategic priorities, purges unimportant or failing projects, and ensures that resourcing roadblocks are anticipated and acted upon. Originally the roadmap included over 200 concurrent projects and many PMs were working on several at a time. Now it is down to 80. More is being delivered and time-to-market is much improved.
- A new delivery management organization independent of demand able to manage transversal programs to time, cost and quality. Clearly differentiated roles and responsibilities and shorter reporting lines have been created. New planning and control processes have been introduced. Project and program management skills have been raised. A year after this organization has been created the key metrics against which it operates (TTM, milestones met, actual Vs planned cost, etc) have improved dramatically. Importantly, trust has been restored.