Establishing a new strategic delivery office capability

Our client, Vocalink, acquired by Mastercard in 2017, is an innovative payment company, operating in a highly competitive market-place.

They sought a consulting partner who was able to advise on requirements and ultimately support implementation of a strategic delivery office (SDO) capability. The premise of which was to better prioritise, and execute enhanced controls, without negatively impacting the pace of delivery.

We set about focussing all early attention on the requirements for an SDO capability. Working in close unison with SMEs to hone in on processes and ways of working deemed highest priority.

At the outset, we defined an approach that would leverage what already existed, ensuring therefore that the scope was tightly managed and that new operating models were an evolution vs. entirely new. We were laser focussed on not adding complexity.

The SDO requirements were split into several areas, e.g.: project management, PMO, resource and capacity, planning, prioritisation and assurance. Our team worked in close unison with Management as they evolved their Org-Design in parallel with this work. It was important to be explicit on what process, tool, product sat within which function, and to define true accountability.

We workshopped high level requirements, based on an analysis and understanding of what existed today, and our outside in perspective on what net new processes would add value to the clients pursuit of speedier route to benefits. Once signed off and agreed by Management, we extended our engagement to help the BAU organisation implement and evolve the elements of the SDO, specifically the PMO and Project functions. We worked in close collaboration with the newly formed leadership, guiding and ensuring stickiness on new ways of working. In parallel, we provided a Senior Consultant to help manage and deliver a key strategic project, utilising new processes and ways of working. Thus evidencing value from the new processes.

Share