Program design and delivery
SUCCESSFUL PROJECT DELIVERY IS CRITICAL TO THE WELL-BEING OF ANY BUSINESS
Delivering large-scale projects remains critical to an organisation’s success and the size of the prize, if the project is delivered successfully, can be enormous.
We favour a pragmatic approach with tangible benefits; avoiding unnecessary complexity and drawn-out processes – staying focused on what matters most to deliver results.
Our program delivery practitioners have deep experience in a broad range of industries across higher education, government and private sectors; leveraging a variety of well-tested frameworks and methodologies, that can be readily adapted to our client’s needs.
Our design and execution capabilities encompass the three critical components of: program design, mobilisation and execution, as outlined below.
Program design
Successful delivery of large programs is compromised when a formal program design phase is not conducted.
Program design should be a short, time-boxed phase that builds on a number of key inputs;
The vision for the initiative; often referred to as ‘the light on the hill or the north star; a description of the high-level target operating model. – i.e. the target state of the organisation post-transformation;
High-level structure of the transformation; i.e. the workstreams to be included;
The high-level budget for the initiative and;
Proposed governance; including identifying the program sponsor and ‘the willing coalition of executives’ who will champion the program.
Program mobilisation
A major system implementation/change initiative is not the domain of average performers. The project team must be staffed with experienced ‘A’ team resources, including those that have been involved with programs of comparable complexity and size.
Whilst this applies to all resources, in particular, it applies to the program leadership team (we refer to this as the ‘program spine’) comprising:
The Program Manager/Director
The Change Manager
The Business Implementation Manager
The Business Architect
The Solution Architect
The Test Manager
The PMO Manager.
One critical foundational activity is the establishment of project, architecture and platform governance, to ensure that the solution evolves in a strategic manner. Key considerations include:
Governance or steering constituents
Cloud governance
Development standards
Testing standards
Change intake process, categorisation, prioritisation/ assessment
Data governance
Approval processes
Operational tools.
Program execution
Large projects typically impact many facets of business and consequently program delivery is often complex, disruptive and a high-risk undertaking.
We collaborate closely with our clients to manage these risks and deliver expected outcomes; creating an environment and culture where project teams are cohesive and passionate about their work.
In our experience, focusing on the following critical factors vastly increases an organisation’s ability to deliver true value through program execution:
Clarity around the strategic intent
Active and visible sponsorship
Strong, experienced leadership
Active stakeholder involvement and engagement
Organisational capability and capacity to deliver
Robust governance and delivery tracking
Proactive risk management.
CLIENT SPOTLIGHT
Leading the implementation of a new operating model and ERP solution for a Go8 university
At this Go8 university, we were brought in by the Vice-President Operations and his team, to help them implement a new HR operating model, and a new HR core technology solution (Workday). Our role was to help the University executive take stock of a wayward in-flight initiative, that required us to quickly assess the situation, re-plan the work and gain executive buy-in for the proposed new approach. This included reviewing scope, revising the business case, building a new implementation plan, developing a change management strategy and carefully managing the change impacts and adoption across the university.
In tight consultation with the University executive that included the joint initiative sponsors (Provost and VP Operations) and the existing university leads, Mozaic mobilised a team and led the program, successfully delivering to all scope and milestones.
