On day one, we provided a senior and experienced delivery leadership team to work alongside the business sponsor. The programme director and delivery teams were focused on the immediate requirement of getting the programme back on track, as well as the longer-term goal of delivering the programme successfully. Given the size, scale and complexity of the programme, we also established and operated a programme management office (PMO), responsible for operating a new governance structure and developing and maintaining controls, including plans, risks, assumptions, dependencies, resourcing, scope, costs, benefits and reporting.
We also initiated a review of the benefits and business capabilities to be delivered by the programme and supported the client through the internal approval process for the business case. Part of this was carrying out an initial review of the programme, establishing the minimal viable build (MVP) for programme success and restoring stakeholder confidence in the technical and business designs and solution quality.
We worked with the client to redefine the IT delivery model and reset the commercial arrangements with the incumbent systems integrator (SI), incentivising them to deliver.