The Case Studies

Innovation and thought-leadership

Alpine Interims provided leading edge thinking on programme management (confirming basic fundamentals such as the need to have complex programmes broken down into deliverable chunks with realisable and measurable benefits; and then having robust delivery plans with clear risk registers and mitigation strategies etc… in place). We helped the client emphasise independent and peer review at key stages, and the overriding need to engage with the “business” owners in terms that they understand. A senior Alpine Interim was engaged to ensure that senior business leaders – mainly around the Policy areas – understood the rationale of the revised approach being undertaken and explaining above all what it meant for them. This was very warmly received.

Client: Director, Large Government Programme

The Programme Director of a large Government Department involved with immigration and national security approached Alpine in April 2008 to give advice and support on commercial and financial aspects of their programme.

The programme was seeking to make full use of the latest Information Technology and required collaborative working between, not only other Government departments, but also the wider travel industry. Sophisticated stakeholder management was a key requirement.

Client: The CIO at a major CCG department

Alpine undertook a feasibility of existing PPM mechanisms for our client's IT projects and programmes. This developed into a root and branch review of the way the programme portfolio was managed. As a result of this work, Alpine was asked to lead a new Programme Office which embraced a revised lifecycle methodology and improve/streamline reporting arrangements.