Supporting a global operations transformation programme delivery

Implementing and running global governance that effectively controls changes to global processes and technology designs was essential to delivering benefits and create the platform for future improvements. This was a particularly difficult problem as markets had built their business on local approaches and customised customer relationships.

To meet committed timescales required planning and managing the delivery of multiple technologies into a market at the same time as significant process change and outsourcing to regional hubs. Plans (particularly technology) were slipping and it was not clear why or what actions could be taken to mitigate issues. Communication with both local delivery and technology project teams was sporadic meaning the central, integrated plan was never up to date.

As a result the central programme leadership team was frustrated with the apparent lack of control and stream of delays with no warning and therefore ability to mitigate.

Recognising where the central programme structure was weakest, our customer engaged a small three person team to setup and operate overall programme management of the technology delivery programme. Project One put in place a Technology Programme Director supported by a Head of Technology PMO and a specific risk resource to identify and drive the management of risks and issues.

This team immediately focused on three areas:

The introduction of a clear programme management structure.

Adding cadence that “forced” discussion between teams and pulled out areas for attention. This highlighted a lack of understanding of the best order/ approach to implement the technology suite in a market

Design and introduction of regular performance reviews.

A governance process and monthly reporting aligned to the overall programme timetable. This required significant effort to persuade teams to document their projects in a programme standard way using good practice templates

The creation of an up-to-date programme delivery plan.

This supported by weekly review across all teams to ensure it remained so. This review process supported risk and issue management, whilst also feeding the newly introduced change control process and fortnightly change control board.

Once the technology programme became established and following the move of some resources to other roles, the Project One team moved to support the over-arching programme office and further integrate technology into the full programme.

• Programme management activities were largely supported through Excel-based tools rather than a dedicated programme management platform
• The programme was actively pushing delivery across multiple countries at one time. Integrating new markets into the overall plan as business cases were approved was a key challenge, particularly with limited resources
• Understanding and managing the large number of dependencies and the sequencing required to land new capabilities into the operation.

The programme supported the delivery of approved business cases and established the foundation for the future expansion of global hubs, enabling further operational efficiencies over time. As part of this, ongoing tracking of process and technology adoption was implemented, alongside monitoring adherence to the agreed standard design. This ensured that expected benefits were sustained and created opportunities for additional efficiencies as the programme matured.

A global hub-and-spoke PMO structure was introduced to provide consistent reporting and insight, enabling effective risk management and supporting informed decision-making across the programme. The team also maintained close oversight of both the forecast and realisation of benefits, which underpinned the successful delivery of multiple business cases.

Programme delivery was supported by a live, detailed delivery plan that coordinated the rollout of new processes, technologies and outsourcing waves across approximately 100 countries. This plan provided a clear view of progress and dependencies, ensuring that complex deployments could be managed in a structured and controlled way.

Project One value Add:

Our customer needed:

• Expertise in delivering integrated process, people and technology change programmes across multiple geographies
• Practical, proven experience setting up and running a PMO on a global scale.

Project One provided:

• Experience managing and governing global transformation programmes that involve multiple inter-related plans
• An ability to operate across different cultures and quickly build close relationships
• Skills to both work in the detail and translate this into actionable insight and data for senior leaders.