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.

Alpine’s work involved:

• Ensuring that the interims deployed had in-depth and hands on experience of relevant PPM methodologies (e.g. predominantly Prince2, MSP and Gateway) and tools (e.g. use of project management software for project planning/control and spreadsheets for risk / issue management, and programme document controls).
• Getting the right resource for the project: The lead interim who reviewed and subsequently oversaw the establishment of a restructured Programme Office had already gone through similar challenges at a number of large organisations. He was able to help the client established a set of standards for key documents (project reports, etc.) to facilitate a standard roll-out across the various projects and commonality of approach.

Outcomes
At the outset of the assignment there was uncertainty over the scope of the change portfolio within the department and a number of mission critical projects were flagged as red. As a result of the interventions and better structured approaches, all projects were successfully taken off their red status. This project was successfully implemented and included skills transfer as an integral part of the work, enabling the office to be managed by Civil Servants moving forwards.

• Working Style
• Case Studies
• Clients and Testimonials
• Associate Network