Delivery Pillars

Set Up is best viewed as our foundational or central pillar, upon which a change initiative's ability to succeed is established. A successful set up is underpinned by the establishment of 'one version of the truth' and a Doable-Plan.

One of the first and most important steps is to confirm and baseline a change initiative's Scope so that the scale and complexity of all the work necessary to deliver the required outcomes can be quantified and the capabilities to enable delivery articulated.

The benefits delivered or enabled by a change initiative are a key measure of success and ensuring these can be quantified, measured and attributable to outcome delivery is a pre-requisite to justifying and securing any investment required.

We believe that representative, strategically-aligned governance providing strong leadership and direction as well as timely decisions and interventions is a key pillar of successful delivery.

Strong delivery controls, a single version of delivery truth and delivery MI that is insightful, are core to enabling a successful delivery and the Project Office is at the heart of providing these.

A regularly maintained and representative plan of all of the work required to deliver a change initiative's outcomes, structured to ensure the right level of insight is tracked and acted upon by the right level of governance, is a fundamental pillar of delivery success.

Resources utilised by a change initiative are not limited to delivery resources, they also include internal expertise and support, buildings, equipment, licensing etc; these will all need to be provisioned for, secured and their utilisation prioritised and managed.

Strong financial management of a change initiative's budget and incurred costs is a key requirement for gaining sponsor and stakeholder approval and maintaining their ongoing confidence and support.

Stakeholder Management requires the identification of key stakeholders for a change initiative, the agreement of the required engagement with them, the agreement of the communications they require to support the engagement and then the execution of those agreements.

A strong Vendor relationship is collaborative, adds value, is responsive, and delivers timely, quality, and best practice services. Change initiatives that execute Vendor management well are often successful.

Effective communication and reporting can be the difference between success and failure.

Risk and Issue Management is a core delivery control which should be integrated with an organisation’s operational risk management processes and responsibilities.