Situation: A consortium organization of over 3000 staff, from multiple service providers, serving a national Defense organization. The Consortium had no capability to develop and deliver new Services.
3000 person consortium organization, from multiple service providers
Challenge: delays were resulting in losses of revenue to the consortium, and a lack of service capability to the client defense organization, creating a backlog of demand and erosion in confidence in the ability of the consortium to meet the client needs.
Solution: use Consulting and PPM approaches to establish a new Portfolio Management group within the Consortium. The Portfolio Managment group developed new services and implemented them into operation. The change initiative focussed on those aspects needed first. This foundation enabled the Portfolio Management organization to be successfully established and additional services to be provided to the client organization. (The Portfolio Management group included; customer requirements and feasibility, business analysis, project management of proposed services and solutions development, and alignment to existing policies and architecture.)
Improved customer confidence… securing consortium revenue streams… addressing a backlog of demand…
Results: direct revenue of $23m per year. Enabled the sale of additional downstream revenue of for the consortium of many times this value (through the sale of the services deployed into operation).