Situation: A very well known and respected global brand had terminated a relationship with a previous global service provider. This required the development of internal capabilities that had previously been provided by the service provider. One of these capabilities was in Portfolio Management (for IT Projects in particular).
A well respected brand needed to develop an internal Portfolio Management capability
Challenge: whilst the client was open to the need for developing their portfolio management capability, they were wary of consulting and other service providers – having struggled to maintain their services during the ongoing period of transition.
Solution: most important was establishing client trust in my own experience and capabilities – both at an individual level, and to counter some of the negative perceptions of service providers that the client had, after their prior experiences. From this point, standard approaches to Portfolio Management were introduced, to provide a basis for disucssion and tailoring to the specic client needs and circumstances. From there, I worked with Service Management colleagues to ensure that the Portfolio Management and Service Management proposals were aligned. Along the way, the solution continued to be tailored to the client organisation’s current and future needs.
Most important was establishing trust – individually and organizationally
Results: successful delivery of a new organisational and governance model for Portfolio Mangement – including for the client and for our organization as the incoming service provider (with a changed role compared to the previous provider). Processes and SLAs were documented and how the client’s and our organization would interact was also defined and agreed.