Ian was engaged by DEFRA to review its PMO practices and procedures. A £4bn organisation with many interdependencies across its programmes, Ian’s work was vital for checking how money was being spent and whether the spend was underpinning the new business strategy.
A clear area of added benefit for the client was Ian’s ability to transfer knowledge around good management of third party suppliers. A number of large consultancies and System Integrators were under contract with DEFRA but the agency was not always receiving value for money. For example, one supplier was charging as much as £3,000 just for putting in estimates.
Other key deliverable within Ian’s assignment included:
- Transformation and implementation of Intelligent Client Function for Core DEFRA and small Agencies
- Implementation of improved Work Commissioning with Technology Outsourcing Partner
- Improvement of Projects and Delivery Assurance for £150m portfolio for DEFRA, Agencies and NDPBs
- Strategic restructuring of the CIOD Programme Office, establishing programme, project and planning disciplines and guidance in line with industry Best Practice, and Prince2 methodology
- Implementation of Milestone road-mapping, dependency management, management reporting to aid decision making at Department, Programme, Strategic and Organisational Management Groups.
