One of Europe's leading providers of global patient care was looking to improve the efficiency of its IT project portfolio while guaranteeing:
- The management committee has a shared vision of the contribution that activities make to strategy
- Inconsistencies in the choices made for projects are objectively identified
- Closer alignment of the business, IT and support visions for optimised investment management
- Dynamic management introduced for the project portfolio, defining relevant monitoring indicators and ad-hoc steering of the IT master plan
- An agile project management method implemented, mobilising the business lines and IT departments
We collaborated on an operational level with the Executive Committee, with involvement from the Managing Director. Our innovative approach comprised five phases:
We held a series of pre-tender interviews with different stakeholders then produced a macro-map of all the company’s business and support activities.
The aim of this second phase was to measure the contribution of the company’s activities to its strategy. The activities were then positioned on a matrix depending on how far they helped fulfil the strategy and the estimated potential for progress. This step also helped prioritise activities by highlighting those that have a major impact on fulfilling the strategy but strong potential for improvement. We may, for instance, identify activities that are not carried out within the company but that could have a strong strategic impact and where there is maximum potential for progress. For example, in certain sectors, activities related to the customer experience may be decisive in the race for competitive differentiation.
We carried out an inventory of projects and formalised their scope, starting with the information systems master plan whenever it had been formalised.
We then carried out mapping between activities and projects to ensure that the resources invested were allocated to projects consistent with the company's strategy.
All of this gave the general management a reliable and objective basis for analysis, so they could rebalance their project portfolio by arbitrating on priority activities and, where appropriate, launching new projects in “orphan” areas. Expenditure was then redistributed optimally and in line with the strategic vision.