Introduction:
This government department is responsible for delivering clinical, corporate and infrastructure ICT programs in line with the organisation’s vision and investment priorities, providing modern ICT infrastructure and customer support for desktop, mobile, smart devices, telehealth, data centres, network, and security.
Problem:
With a substantial portfolio of clinical, business and infrastructure ICT initiatives, the client sought to design and embed a portfolio definition cycle process that is iterative and responsive to the changing business priorities for the Department.
Objective:
The client’s objective for implementing more mature portfolio management practices were to enable more effective and efficient delivery of successful digital and ICT initiatives across the State.
The intention was to lead to quicker, more economical achievement of digital and ICT enabled solutions which support business benefits to both internal and external customers. The remit for the service provided and subsequent advisory reports developed needed to be able to be used as the basis on which to increase the maturity in Portfolio Management within the digital and ICT environment.
All outputs required from the engagement were required to align with Axelos Management of Portfolio (MoP) methodology, accommodate strategic alignment with organisational goals and Government standards.
Overview:
myP3 delivered the following in accordance with the specifications:
- Design of a draft and a final Implementation Roadmap with assigned responsibilities and delivery horizons which defines objectives, outcomes, and benefits of implementing the Framework and Process, and identifies the critical path for implementation and key decisions required for successful delivery.
- Development of a draft and a final tailored Iterative Portfolio Definition Cycle Framework and process that tied together the various components of portfolio management already in place.
- Design of a draft and a final Portfolio Governance and Management Framework defining how the portfolio will be directed and managed, established, maintained, and communicated to appropriate stakeholders.
- Development of a draft and a final RACI model to support clear and defined roles and responsibilities to undertake portfolio definition after a broad consultation with stakeholders.
- A draft and a final Report on the general state of portfolio management readiness and awareness within the organisation containing recommendations and actionable advice on which the organisation could act
Outcome:
The client’s State-wide stakeholders involved in the engagement gained a greater understanding of the various challenges faced by areas across the organisation, leading to enhanced collaboration.
The organisation’s changing business priorities were able to be iteratively assessed for portfolio inclusion at any time in the annual portfolio lifecycle.
The client received a clear way forward through the provided roadmap and recommendations to address all nuances in a large and complex environment.
A collective understanding of the scale of the change required to implement and embed improved portfolio management practices across the organisation was recognised.