Project Type
Business Change and Transformation
- HR and Career Development
- Curriculum Review Implementation
- Training Curriculum and Culture Change
- Digital Service Offer Development
- Service Offer Development and Organisational Design
- Organisational Policy and Framework Development
ICT and Systems Change
- Service Offer Development
- Agresso ERP Payroll Implementation
- Agresso ERP Integrations and ICT Support Implementation
- Agresso ERP Business Process and User Development
- Unstaffed Access Technology
Process Mapping and Design
- Service Offer Development
- Agresso ERP Payroll Implementation
- Agresso ERP Business Process and User Development
Refurbishment and Design
- Large Urban Library Refurbishment
- Urban Library Refurbishment
- Rural Library Refurbishment
- Hub Library Refurbishment
- Town Library Refurbishment
- Library Design and Refurbishment
- Library Refurbishment Procurement
Offer Development and Implementation
Project Sector
Higher Education
- HR and Career Development
- Curriculum Review Implementation
- Agresso ERP Payroll Implementation
- Agresso ERP Integrations and ICT Support Implementation
- Agresso ERP Business Process and User Development
Local Government
- Unstaffed Access Technology
- Large Urban Library Refurbishment
- Urban Library Refurbishment
- Rural Library Refurbishment
- Hub Library Refurbishment
- Town Library Refurbishment
- Library Refurbishment Procurement
Libraries
- Library Design and Refurbishment
- Training Curriculum and Culture Change
- Digital Service Offer Development
- Service Offer Development and Organisational Design
- Organisational Policy and Framework Development
- Unstaffed Access Technology
- Large Urban Library Refurbishment
- Urban Library Refurbishment
- Rural Library Refurbishment
- Hub Library Refurbishment
- Town Library Refurbishment
- Library Refurbishment Procurement
NGO and Development
Business Change and Transformation / Higher Education
HR and Career Development Change
The Context
Developing and implementing standardised career pathways, job descriptions, recruitment standards, promotion criteria, development framework and workload planning tools within a £100M business transformation programme.
What we were trying to achieve
Create a transparent and supportive working environment that met sector norms to help drive talent attraction, retention and employee satisfaction.
Describe the forces in play
Challenging project due to scope, stakeholders and difficult change environment in the organisation. Project was not getting traction in moving forward.
How did we address the issues
Refocused on key deliverables, separated concept delivery from implementation, amended delivery timeline to reflect challenging organisational factors to maintain buy in and put in place a realistic delivery timeframe. as well as, redefined the scope and deliverables.
What was the measurable impact of our actions on the project
The project started to get traction by refocusing on key deliverables. The project moved from a state of having little to show for the time and resource devoted to it, to a project that was completing key deliverables, that had the maximum impact. This meant that while the where organisational challenges to the programme continued, this project was seen as beneficial, delivering, and should be maintained.
Project Detail
- Project Cycle: Discovery and Define, Delivery
- Project Team: 6, implementation partners
- Budget: £250k-£500k
- Method: Waterfall - APM
- Case Study Download: Link
- Keywords:
Business Change and Transformation / Higher Education
Curriculum Review Implementation
The Context
Carrying out a review of curriculum within the organisation, recommending sustainable changes and implementing those curriculum changes as part of a £100M business transformation programme.
What we were trying to achieve
The project was tasked with identifying significant cost savings to contribute to reducing an annual operating deficit. The findings would then need to be steered through governance, stakeholders, including unions, before coordinating the implementation, ensuring maximum benefit, while balancing the needs of both staff and students.
Describe the forces in play
Challenging project due to stakeholders and difficult change environment in the organisation. The review curriculum review recommendations had to be steered through organisational, programme and academic governance within a short space of time, before the changes being implemented. These changes involved managing multiple implementation partners, system changes, communications and stakeholders. There were also legal and HR constraints that had to be considered throughout the implementation.
How did we address the issues
Mapped multiple governance routes and deadlines. Ensured that the project team was drawn from all impacted groups and implementation partners, including HR, systems teams, communication teams, student support and faculties. Ensured that all teams were focused on prioritised tasks and key dates, constraints and issues were shared. Stakeholders, unions, and student groups were proactively engaged throughout the project to minimise disruption and keep on message.
What was the measurable impact of our actions on the project
The project was successfully delivered, on target to cut the operating deficit by approximately 50% from this single project. Proactive messaging and engagement with over 20,000 students and 200 staff went successfully, with only 3 complaints received.
Project Detail
- Project Cycle: Delivery
- Project Team: 15, implementation partners
- Budget: £250k-£500k
- Method: Waterfall - APM
- Case Study Download: Link
- Keywords:
Refurbishment and Design / Local Government
Large Urban Library Refurbishment
The Context
A library refurbishment project within a larger refurbishment programme.
What we were trying to achieve
Taking the project from tender award through design and delivery within a tight timescale.
Describe the forces in play
Tight delivery timescale due to external factors, buildings owned by external bodies, multiple delivery partners, both internal and external that did not historically work well together.
How did we address the issues
Ensured the project team, stakeholders and designers worked closely on drafting and finalising the designs. Worked with the building owners to get buy in, amending elements of the design to lessen impact on the building/owners concerns to reduce risk of blockers.
What was the measurable impact of our actions on the project
The refurbishment was delivered on time, meeting a critical launch date. Due to design reviews, removing and adapting design elements, as well as, efficient sequencing the project was delivered 10% under planned budget.
Project Detail
- Project Cycle: Scope, Delivery
- Project Team: 5, Contractors – Suppliers, ICT, Building Contractors
- Budget: £250k-£500k
- Method: Waterfall - Prince2
- Case Study Download: Link
- Keywords:
Refurbishment and Design / Local Government
Urban Library Refurbishment
The Context
A library refurbishment project within a larger refurbishment programme.
What we were trying to achieve
Taking the project from tender award through design and delivery within a tight timescale.
Describe the forces in play
Tight delivery timescale due to external factors, buildings owned by external bodies, multiple delivery partners, both internal and external that did not historically work well together.
How did we address the issues
Ensured the project team, stakeholders and designers worked closely on drafting and finalising the designs. Worked with the building owners to get buy in, amending elements of the design to lessen impact on the building/owners concerns to reduce risk of blockers. Maximised elements of the design that could re-use existing furnishings to reduce costs
What was the measurable impact of our actions on the project
The refurbishment was delivered on time. Due to design reviews, removing and adapting design elements, as well as, efficient sequencing the project was delivered 17% under planned budget.
Project Detail
- Project Cycle: Scope, Delivery
- Project Team: 5, Contractors – Suppliers, ICT, Building Contractors
- Budget: Up to £250K
- Method: Waterfall - Prince2
- Case Study Download: Link
- Keywords:
Refurbishment and Design / Local Government
Rural Library Refurbishment
The Context
A library refurbishment project within a larger refurbishment programme.
What we were trying to achieve
Taking the project from tender award through design and delivery within a tight timescale.
Describe the forces in play
Tight delivery timescale due to external factors, buildings owned by external bodies, multiple delivery partners, both internal and external that did not historically work well together.
How did we address the issues
Ensured the project team, stakeholders and designers worked closely on drafting and finalising the designs. Worked with the building owners to get buy in, amending elements of the design to lessen impact on the building/owners concerns to reduce risk of blockers. Maximised elements of the design that could re-use existing furnishings to reduce costs.
What was the measurable impact of our actions on the project
The refurbishment was delivered on time. Due to design reviews, removing and adapting design elements, as well as, efficient sequencing the project was delivered 14% under planned budget.
Project Detail
- Project Cycle: Scope, Delivery
- Project Team: 5, Contractors – Suppliers, ICT, Building Contractors
- Budget: Up to £250K
- Method: Waterfall - Prince2
- Case Study Download: Link
- Keywords:
Refurbishment and Design / Local Government
Hub Library Refurbishment
The Context
A library refurbishment project within a larger refurbishment programme.
What we were trying to achieve
Taking the project from tender award through design and delivery within a tight timescale.
Describe the forces in play
Tight delivery timescale due to external factors, buildings owned by external bodies, multiple delivery partners, both internal and external that did not historically work well together. The building is also listed which led to further constraints on the design stage and required works.
How did we address the issues
Ensured the project team, stakeholders and designers worked closely on drafting and finalising the designs. Worked with the building owners to get buy in, amending elements of the design to lessen impact on the building to reduce risk of blockers, especially given its listed status. Maximised elements of the design that could re-use existing furnishings to reduce costs.
What was the measurable impact of our actions on the project
The refurbishment was delivered on time, meeting a critical launch date. Due to design reviews, removing and adapting design elements, as well as, efficient sequencing the project was delivered 12% under planned budget.
Project Detail
- Project Cycle: Scope, Delivery
- Project Team: 5, Contractors – Suppliers, ICT, Building Contractors
- Budget: Up to £250K
- Method: Waterfall - Prince2
- Case Study Download: Link
- Keywords:
Refurbishment and Design / Local Government
Town Library Refurbishment
The Context
A library refurbishment project within a larger refurbishment programme.
What we were trying to achieve
Taking the project from tender award through design and delivery within a tight timescale.
Describe the forces in play
Tight delivery timescale due to external factors, buildings owned by external bodies, multiple delivery partners, both internal and external that did not historically work well together.
How did we address the issues
Ensured the project team, stakeholders and designers worked closely on drafting and finalising the designs. Worked with the building owners to get buy in, amending elements of the design to lessen impact on the building/owners concerns to reduce risk of blockers. Maximised elements of the design that could re-use existing furnishings to reduce costs.
What was the measurable impact of our actions on the project
The refurbishment was delivered on time. Due to design reviews, removing and adapting design elements, as well as, efficient sequencing the project was delivered 9% under planned budget.
Project Detail
- Project Cycle: Scope, Delivery
- Project Team: 5, Contractors – Suppliers, ICT, Building Contractors
- Budget: Up to £250K
- Method: Waterfall - Prince2
- Case Study Download: Link
- Keywords:
Refurbishment and Design / NGO and International Development
Library Design and Refurbishment
The Context
A project focused on library refurbishment developing a template for the library sector in Bangladesh as part of a $10 Million USD international development programme focused on library development and digital content, working with a major UK NGO in Bangladesh, funded by a high-profile US charity.
What we were trying to achieve
Delivering a design concept for public sector libraries that enable a modern, customer focused service offer, while acknowledging the constraints of the political, operational and financial environment.
Describe the forces in play
Dealing with a complex set of stakeholders, including senior civil servants and government ministers, whose expectations had not been managed or maintained. The project had not progressed since project start due to resourcing and scope issues. External financial, political, security and operational environment caused constraints, not only on the project outcomes, but throughout project delivery and planning.
How did we address the issues
Reengaged with key stakeholders and reviewed the project scope and timeline to look at what was deliverable in a realistic timeframe. Resourced project and engaged with external consultants and designers to develop a modular design framework that could be shared with key stakeholders to regain buy in and show project momentum.
What was the measurable impact of our actions on the project
The project was able to regain momentum, with a realistic schedule and a design product that was implemented in 5 concept sites that would be used as a test bed to refine the modular design, train staff, obtain customer and stakeholder buy in and feedback, before being rolled out to a further 65 sites initially, with the design framework then being made available to the wider library sector of 5000+ sites.
Project Detail
- Project Cycle: Recovery, Scope, Delivery
- Project Team: 5, external consultants, designers, ministries
- Budget: $2M-$5M USD
- Method: Waterfall - Prince2
- Case Study Download: Link
- Keywords:
Business Change and Transformation / NGO and International Development
Training Curriculum and Culture Change
The Context
A project focused on building operational capacity through training and culture change within the library sector in Bangladesh as part of a $10 Million USD international development programme focused on library development and digital content, working with a major UK NGO in Bangladesh, funded by a high-profile US charity.
What we were trying to achieve
Delivering a training and development framework and culture change programme for public sector library staff, both customer facing and support, that enables them to offer a modern, customer focused service offer, while acknowledging the constraints of the political, operational and financial environment.
Describe the forces in play
Dealing with a complex set of stakeholders, including senior civil servants and government ministers, whose expectations had not been managed or maintained. Outdated operational structures, working conditions and organisational culture meant change had to be incremental. External financial, political, security and operational environment caused constraints, not only on the project outcomes, but throughout project delivery and planning.
How did we address the issues
Reengaged with key stakeholders, reviewed scope and timeline to look at what was deliverable in a realistic timeframe and took a phased approach to delivery and organisational change. Resourced project and engaged with external consultants to provide evidence based support on the requirement, and benefits of change through training and development.
What was the measurable impact of our actions on the project
The project was able to regain momentum, with a realistic schedule and scope. Stakeholders and the organisation were reengaged. Within a short space of time a skills gap analysis of over 700 staff and been carried out, a training and development curriculum had been designed and implemented, over 400 staff had attended courses on customer service and operational skills and a series of employee workshops were held to engage with staff and draw out ideas on cultural change. The project was handed over with a clear plan, ongoing engagement and momentum and a shared sense of purpose.
Project Detail
- Project Cycle: Recovery, Scope, Delivery
- Project Team: 5, external consultants, training providers, ministries
- Budget: $1M-$2M USD
- Method: Agile
- Case Study Download: Link
- Keywords:
Business Change and Transformation / NGO and International Development
Digital Service Offer Development
The Context
A project focused on designing, developing and implementing a digital service offer within the library sector in Bangladesh as part of a $10 Million USD international development programme focused on library development and digital content, working with a major UK NGO in Bangladesh, funded by a high-profile US charity.
What we were trying to achieve
Tasked with designing a sustainable digital service offer, including internet access, online resources, and online learning, that enables public sector libraries to offer a modern, customer focused digital service offer, while acknowledging the constraints of the political, operational and financial environment.
Describe the forces in play
Dealing with a complex set of stakeholders, including senior civil servants and government ministers, whose expectations had not been managed or maintained. The project had not progressed since project start due to resourcing and scope issues. External financial, political, security and operational environment caused constraints, not only on the project outcomes, but throughout project delivery and planning. Severe technological, infrastructural and skill set limitations also were in play.
How did we address the issues
Reengaged with key stakeholders and reviewed the project scope and timeline to look at what was deliverable in a realistic timeframe. Resourced project and engaged with external consultants, suppliers and government partners to develop a digital offer concept and plan that could be shared with key stakeholders to regain buy in and show project momentum. Developed a test offer that would be implemented in 5 concept sites before the digital offer was implemented.
What was the measurable impact of our actions on the project
The project was able to regain momentum, with a realistic schedule and an initial digital offer that was to be implemented in 5 concept sites, that would be used as a test bed to refine the offer, train staff, obtain customer and stakeholder buy in and feedback, before being rolled out to a further 65 sites. The Digital Offer concept was based on a modular framework to enable consistency, but also ease of adaption to different sites and would allow future partners to implement parts of the digital offer in their own libraries.
Project Detail
- Project Cycle: Recovery, Scope, Delivery
- Project Team: 5, external consultants, ministries
- Budget: $1M-$2M USD
- Method: Agile
- Case Study Download: Link
- Keywords:
Business Change and Transformation / NGO and International Development
Service Offer Development and Organisational Design
The Context
A project focused on designing, developing and implementing a service offer, and supporting infrastructural, organisational and logistical requirements within the library sector in Bangladesh as part of a $10 Million USD international development programme focused on library development and digital content, working with a major UK NGO in Bangladesh, funded by a high-profile US charity.
What we were trying to achieve
Tasked with designing a sustainable service offer, including book lending, knowledge management and event/community space, as well as enabling ICT solutions, that enables public sector libraries to offer a modern, customer focused digital service offer, while acknowledging the constraints of the political, operational and financial environment.
Describe the forces in play
Dealing with a complex set of stakeholders, including senior civil servants and government ministers, whose expectations had not been managed or maintained. The project had not progressed since project start due to resourcing and scope issues. External financial, political, security and operational environment caused constraints, not only on the project outcomes, but throughout project delivery and planning. Severe technological, infrastructural, organisational and skill set limitations also were in play
How did we address the issues
Reengaged with key stakeholders and reviewed the project scope and timeline to look at what was deliverable in a realistic timeframe. Resourced project and engaged with external consultants, suppliers and government partners to develop a service offer concept and plan that could be shared with key stakeholders to regain buy in and show project momentum. Developed a test offer that would be implemented in 5 concept sites before the service offer was implemented. Engaged with ICT suppliers and developed requirements and tender for the Library Management System implementation.
What was the measurable impact of our actions on the project
The project was able to regain momentum, with a realistic schedule and an initial service offer that was to be implemented in 5 concept sites, that would be used as a test bed to refine the offer, train staff, obtain customer and stakeholder buy in and feedback, before being rolled out to a further 65 sites. The public library service organisation structure had been reviewed, organisational design recommendations made, agreed and on track for implementation. The Library Management System was procured and on track for implementation in the 5 concept sites upon handover to permanent staff.
Project Detail
- Project Cycle: Recovery, Scope, Delivery
- Project Team: 5, external consultants, ministries
- Budget: $1M-$2M USD
- Method: Agile
- Case Study Download: Link
- Keywords:
Business Change and Transformation / NGO and International Development
Organisational Policy and Framework Development
The Context
A project focused on designing, developing and implementing a policy framework, both for the public library service, as well as the wider library sector in Bangladesh as part of a $10 Million USD international development programme focused on library development and digital content, working with a major UK NGO in Bangladesh, funded by a high-profile US charity.
What we were trying to achieve
Tasked with reviewing organisational policies, in conjunction with the organisational design and processes work on the Organisational Design project, to recommend and implement a new policy framework, that enables public sector libraries to offer a modern, customer focused digital service offer, while acknowledging the constraints of the political, operational and financial environment.
Describe the forces in play
Dealing with a complex set of stakeholders, including senior civil servants and government ministers, whose expectations had not been managed or maintained. The project had not progressed since project start due to resourcing and scope issues. External financial, political, security and operational environment caused constraints, not only on the project outcomes, but throughout project delivery and planning. Severe organisational, working culture and skill set limitations also were in play.
How did we address the issues
Reengaged with key stakeholders and reviewed the project scope and timeline to look at what was deliverable in a realistic timeframe. Resourced project and engaged with external consultants, sector organisations and government partners to develop a policy framework concept and plan that could be shared with key stakeholders to regain buy in and show project momentum. A series of engagement workshops and events were held to gain input, buy in and build momentum.
What was the measurable impact of our actions on the project
The project was able to regain momentum, with a realistic schedule. The review of existing organisation and sector policies were completed, and a new policy framework developed that was able to support the wider programme aims, while taking account of the political, legal, logistical and financial constraints. Case studies capturing and explaining best practice were successfully received and a series of workshops with a diverse range of stakeholders, as well as a range of staff, sector organisations and public surveys on current library provision, were also carried out to embed the need for change.
Project Detail
- Project Cycle: Recovery, Scope, Delivery
- Project Team: 5, external consultants, ministries
- Budget: $1M-$2M USD
- Method: Agile
- Case Study Download: Link
- Keywords:
ICT and Systems Change / Higher Education
Agresso ERP Payroll Implementation
The Context
A project focused on implementing Payroll functionality for an Agresso/Unit4 implementation programme in a well known UK university.
What we were trying to achieve
Review progress to date on Payroll elements of Agresso implementation and analyse reasons for lack of progress by reviewing work to date and assumptions about functionality, integrations and supporting processes. My main aim was to bring the Payroll elements of the ERP implementation back on track and put in place a realistic plan through to cut over.
Describe the forces in play
This was a programme that had already significantly overrun, both in time and budget. Stakeholders had become disengaged and expectations were not being managed. Existing processes that needed to be replaced had not been challenged and requirements had not been documented or prioritised.
How did we address the issues
Reengaged with stakeholders, review reasons for lack of progress to date and managed expectations. Existing processes were also captured to engage with impacted teams and map existing process to potential functionality. Reviewed initial assumptions for integration and functionality before looking at review processes that are attempting to be recreated in the new system and challenge/reach alternative solution where Agresso is not able to fulfil required functionality without unrealistic amount of bespoke coding.
What was the measurable impact of our actions on the project
Stakeholders were reengaged with the project, additional resource was committed to a new, prioritised list of requirements that covered essential payroll processes, that could be implemented with no/minimal bespoke coding in a realistic period of time. Payroll implementation moved from a position of being far behind other projects in the programme to leading in terms of functionality being delivered and time remaining to being ready for go live.
Project Detail
- Project Cycle: Recovery, Delivery
- Project Team: 5
- Budget: £10M-£20M – Within Programme
- Method: Agile
- Case Study Download: Link
- Keywords:
ICT and Systems Change / Higher Education
Agresso ERP Integrations and ICT Support Implementation
The Context
A project focused on supporting the wider Agresso/Unit4 implementation programme in a well known UK university.
What we were trying to achieve
Review progress to date on ICT support, integrations and deployment elements of Agresso implementation and analyse reasons for lack of progress by reviewing work to date and assumptions about functionality, integrations and supporting processes. My main aim was to bring the support, deployment and integration elements of the ERP implementation back on track and put in place a realistic plan through to cut over.
Describe the forces in play
This was a programme that had already significantly overrun, both in time and budget. Stakeholders had become disengaged and expectations were not being managed. Tasks were not prioritised, the project was under resourced and team morale was low with key staff requesting to leave the project and organisation.
How did we address the issues
Reengaged with stakeholders, review reasons for lack of progress to date and managed expectations. Worked with the project team to identify realistic, prioritised deliverables. Ensured the project teams voice was heard in the wider programme and amended ways of working with the rest of the programme to balance supporting other projects with delivering on integration and deployment priorities.
What was the measurable impact of our actions on the project
Stakeholders were reengaged with the project, additional resource was committed to a new, prioritised list of deliverables that covered essential integration and deployment priorities. Support to the wider programme was also controlled through key staff being made available during certain time periods and support requests being documented to enable any member of the team to pick up work. Team morale increased with team members recommitting to the project. Work was reprioritised and workload managed to stretch, rather than overwhelm the team. Output quality and quantity increased by an average of 18% once the changes had been implemented and integrations, deployment and testing/development support exceeded the new, prioritised timeline.
Project Detail
- Project Cycle: Recovery, Delivery
- Project Team: 9
- Budget: £10M-£20M – Within Programme
- Method: Agile
- Case Study Download: Link
- Keywords:
ICT and Systems Change / Higher Education
Agresso ERP Business Process and User Development
The Context
A project focused on implementing mapping and designing business processes, as well as user profiles, for an Agresso/Unit4 implementation programme in a well known UK university.
What we were trying to achieve
Review progress to date on business process and user elements of Agresso implementation and analyse reasons for lack of progress by reviewing work to date and assumptions about processes, both ‘as is’ and ‘to be’, as well as, defining the future requirements for user profiles and data once Agresso was implemented. My main aim was to bring the business process and users elements of the ERP implementation back on track and put in place a realistic plan through to cut over.
Describe the forces in play
This was a programme that had already significantly overrun, both in time and budget. Stakeholders had become disengaged and expectations were not being managed. Existing processes that needed to be replaced had not been challenged or mapped; no processes were captured for current or future state. Due to lack of defined roles and processes little progress had been made on defining user profiles, roles or permissions.
How did we address the issues
Reengaged with stakeholders, review reasons for lack of progress to date and managed expectations. Challenged need for ‘as is’ process mapping, requirements gathering and managed expectations by engaging with process owners and users. Realigned and prioritised requirements and ‘to be’ processes to align with new system functionality, as close to out of the box as possible, to reduce need for bespoke solutions or builds.
What was the measurable impact of our actions on the project
Stakeholders were reengaged with the project, additional resource was committed to a new, prioritised list of tasks, that could be implemented with no/minimal bespoke coding, or requirement for deep dive process capture in a realistic period of time. The project moved from a state of being behind on a set of ill-defined tasks to a project that was engaged with stakeholders and users, working on defined priorities, supporting the rest of the programme with an engaged project team. This meant that the project was able to manage end user expectations and reduce the requirement for bespoke builds by aligning the ‘to be’ processes with out of the box functionality.
Project Detail
- Project Cycle: Recovery, Delivery
- Project Team: 4
- Budget: £10M-£20M – Within Programme
- Method: Agile
- Case Study Download: Link
- Keywords:
Refurbishment and Design / Local Government
Library Refurbishment Procurement
The Context
A project focused on developing and approving a business case for a library refurbishment programme, before completing a tender and procurement exercise for a large county council.
What we were trying to achieve
Taking the project from initial concept, developing a robust business case for a refurbishment programme for several library sites, guiding this through the approval process before developing tender documentation and managing the project through to tender award.
Describe the forces in play
Tight delivery timescale due to external factors, robust business case and external messaging required to justify spend at a time of constrained budgets, as well as, internal delivery partners that did not historically work well together.
How did we address the issues
Ensured the project team, stakeholders, sponsors and internal delivery partners worked closely on drafting and reviewing the business case and ensuring robust, achievable benefits were in place. Worked to ensure all parties were proactively engaged throughout the review and approval process. Ensured a realistic plan and timeline was in place for developing tender documentation and working with subject matter experts and stakeholders throughout the procurement process.
What was the measurable impact of our actions on the project
Despite the challenging timescale the business case was successfully drafted, delivered and approved. The tender and procurement exercise also went well with a number of successful, competitive bids that were able to able to be awarded.
Project Detail
- Project Cycle: Initiation, Delivery
- Project Team: 4
- Budget: Up to £250K
- Method: Waterfall - Prince2
- Case Study Download: Link
- Keywords:
Business Change and Transformation / Local Government
Unstaffed Access Technology Business Case
The Context
A project focused on developing and approving a business case for the potential use of innovative technology that enables the public to access library building without staff for a large county council.
What we were trying to achieve
Taking the project from initial concept, developing a robust business case for the potential use of technology to allow library buildings to remain open, without staff needing to be onsite. The business case not only needed to look at benefits and technology, but also legal, logistical, health and safety, staffing and perception issues.
Describe the forces in play
Tight delivery timescale due to governance, robust business case and external messaging required to justify spend at a time of constrained budgets. Limited examples of large-scale implementation of technology to base analysis and recommendations.
How did we address the issues
Ensured the project team, stakeholders and sponsor worked closely on drafting and reviewing the business case and ensuring robust, achievable benefits were identified. Worked with suppliers, authorities that had were running pilot schemes, experts in the field, designers and other parties, such as user groups, etc., to develop the business case. Ensured that the business case, options and recommendations were robust, evidence based and transparent.
What was the measurable impact of our actions on the project
Despite the challenging timescale the business case was successfully drafted, reviewed and recommendations accepted. The business case allowed the sponsor and wider organisation to make an informed decision, considering not only the technological issues, but the operational, logistical, legal, financial and social impacts as well.
Project Detail
- Project Cycle: Initiation, Delivery
- Project Team: 4
- Budget: Up to £250K
- Method: Waterfall - Prince2
- Case Study Download: Link
- Keywords:
Business Change and Transformation / Local Government
Unstaffed Access Technology Business Case
The Context
A project focused on developing and approving a business case for the potential use of innovative technology that enables the public to access library building without staff for an urban local authority.
What we were trying to achieve
Taking the project from initial concept, developing a robust business case for the potential use of technology to allow library buildings to remain open, without staff needing to be onsite. The business case not only needed to look at benefits and technology, but also legal, logistical, health and safety, staffing and perception issues.
Describe the forces in play
Tight delivery timescale due to governance, robust business case and external messaging required to justify spend at a time of constrained budgets. Limited examples of large-scale implementation of technology to base analysis and recommendations.
How did we address the issues
Ensured the project team, stakeholders and sponsor worked closely on drafting and reviewing the business case and ensuring robust, achievable benefits were identified. Worked with suppliers, authorities that had were running pilot schemes, experts in the field, designers and other parties, such as user groups, etc., to develop the business case. Ensured that the business case, options and recommendations were robust, evidence based and transparent.
What was the measurable impact of our actions on the project
Despite the challenging timescale the business case was successfully drafted, reviewed and recommendations accepted. The business case allowed the sponsor and wider organisation to make an informed decision, considering not only the technological issues, but the operational, logistical, legal, financial and social impacts as well.
Project Detail
- Project Cycle: Initiation, Delivery
- Project Team: 4
- Budget: Up to £250K
- Method: Waterfall - Prince2
- Case Study Download: Link
- Keywords: