About Us

P2 Consulting was started by a group of award winning consultants who recognised the opportunity to build a global consultancy firm that had clients’ needs at its heart. We understand the challenges clients face – the pace of globalisation, technology change and increasing regulation – and the pressure they are under to respond to these changes rapidly and efficiently.

What We Do

We work on some of the largest transformation programmes in the corporate world and the public sector. Partnering closely with our clients, we help them deliver successful business change. Our reputation as a consultancy is built on excellence in portfolio and programme management, business architecture and design, testing and quality assurance and implementation.

Insights

Understanding the challenges that keep our clients awake at night is essential. In this section we demonstrate our expertise at solving your problems. We have deep insight into the business and technology issues facing all sectors.

Join Us

Are you looking to join a company where a challenge is welcomed, change is anticipated, and expertise is expected? Then have a look at our job listing and please get in touch.

Case Studies

We’ve worked with clients across a range of sectors and gained excellent results – but don’t just take our word for it. Have a browse through some of the work we’ve done.

Making a Global Bank Safe for Business


08.10.19

In October 2018, P2 was engaged by a leading European Investment Bank to support their strategic roll out of SAFe transformation. 

The Challenge
  • A major IT division was yet to begin their SAFe transformation and was falling behind other divisions.  It was facing the following issues: 
    • Interim milestones were not being met 
    • Slippages and delays where coming from left field with risks not being predicted 
    • Within the division; dependencies were poorly managed between programmes/projects 
    • Business Requirement Documents were overly complex and time-consuming to produce and ultimately could not be followed 
    • The centralised and administrative testing function was operating poorly 
    • DevOps tools (JAMA/JIRA/Bit Bucket/Team City etc.) had already been implemented but were not being used in an Agile way so value was not being derived from them 
    • Little to no benefits were being tracked or delivered 

     

The Solution
  • P2 was engaged to lead and support the SAFE rollout at different levels within the division and included a SAFe coach, PMO expert and Project Manager.  P2 believes that transformation must take place at all levels and training on Agile mind-set and fostering an agile culture was provided to both Senior and Middle Management at the outset.  During the rollout, this was accompanied by role-specific training (RTE, Product Manager, Product Owner etc.) for the project teams
  • With high-level training complete, the Waterfall programme plans were decomposed to align with release schedules for each PI (Programme Increment) and business cases were assessed to write EPICS.  Standards were defined around the use of DevOps tools, most pertinently JAMA and JIRA that would replace the traditional PM tools.  Agreement on story point standards was agreed with a roll-up into 6 weeks of PI development as part of a 12-week release cycle
  • A key aspect of SAFe transformation is re-aligning roles and responsibilities from the Waterfall team structure into the feature team structure.  This can be a radical change as new roles such as Product Owner, Product Manager and Release Train Engineer are fundamentally different to the old structure.  In the initial rollout, some flexibility can be afforded (such as maintaining a Project Manager role) so that the SAFe structure can align with more traditional Senior management structures
  • 5 projects were chosen to trial as an initial programme/train.  The first P.I. planning event took place in Q1 over 3 days spanning 4 countries and 50 employees took part. By Q3, the entire portfolio had transitioned as part of the SAFe Transformation.  This represented 90 EPICS across 4 programmes with an $80m budget. The SAFe transformation has progressed at such a rapid pace that the bank is now happy for  its full Investment Governance to be based around the EPIC structures and roadmaps being provided by the new Agile Teams. 

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