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Practicus - How We Can Help v0.8

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Elisabetta Bruno

on 18 January 2016

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Transcript of Practicus - How We Can Help v0.8

HOW WE
CAN HELP

AWARDS AND
ACCOLADES

COMMERCIALS
OUR COMMUNITY
WHO WE
WORK WITH

WHAT WE'VE DONE
GEOGRAPHIC
REACH
Henley-on-Thames
/ Head office
London
Bristol
Hong Kong
Sydney
Melbourne
Geographic reach
& deployments
Regional
Offices
We partner with our clients to change, transform and improve via three service offerings, from full consultancy to the placement of specialist individuals to meet client needs
OUTCOME
DELIVERY
(including
CasS)
INTERIM
MANAGEMENT
STRATEGIC HIRES
Outcome Delivery
is a full professional service offering for clients who want an alternative to traditional consultancies. We work with clients to define the outcomes they need and translate them into Project and Programme solutions or Service Offerings such as Capability as a Service (CaaS) and PMO as a Service (PMOaaS).

Interim Management
is our heritage. 10 years on, we still support client transformations (mainly Public Sector) by providing Interim Management specialists.
Our
Strategic Hires
division supports clients recruit hard-to-find Executives and niche talent on a permanent basis.
Your sustainable
Outcome
1
2
3
4
You will always get
THE ‘A’ TEAM
You’ll get an experienced hands-on team with the right skills for your programme.
We will work as
TRUE PARTNERS
We’ll help you reach your goals in a way that works for you.
We will share
YOUR RISK
We’re prepared to align our fees with the success of your project.
We will be driven by
YOUR SUCCESS
We’ll work to make this your success story.
AWARDS
AFFILIATIONS
PRACTICUS RATE CARD
Indicative years' experience
Rate card value
Partner
Director
Senior Manager
Manager
Senior Practitioner
Practitioner
Junior Practitioner
15+
£1,950
12+
£1,595
10+
£1,350
7+
£1,075
5+
£925
3+
£750
2+
£575
WHO WE ARE
THE VALUE WE OFFER
QUALITY BEYOND THE CONTRACT
Delivered by experts
in your industry that have direct experience of the challenges you face
Global coverage
, local 'A' team delivery across Europe, the Middle East, Asia and Australia
Flexible staffing
throughout the lifecycle of the transformation
Collaborative approach
to building a solution in your best interests
Emphasis on building
an enduring model
for future implementations
Delivery assured
against your full success criteria
By applying the Outcome Delivery Assurance Charter (ODAC) to your project, we will manage delivery excellence against your full success criteria and contracted deliverables

Your
Success
Contracted
deliverables
Wider success
factors
Promises
Your
satisfaction
Your success is at the heart of our delivery assurance and feedback tool
Contracted engagement deliverables
Your satisfaction with the outcome and delivery
of the contracted deliverables

Promises you were made
The extent to which you feel we lived up to expectations and the promises we made you as part of the proposal

Your wider success factors
How well you have delivered your engagement, for example, achieving a business transformation without disruption to business as usual
Your overall satisfaction
The likelihood you will recommend us in the future and why – using the Net Promoter Score methodology
OUR FOUR PROMISES
GIVING YOU THE RIGHT RESOURCE
To ensure you are given the ‘A’ Team – the best people for the job, we have built a ‘hybrid’ model of resourcing that combines our practitioners with members of the Community. It is a truly credible alternative to the recruitment market and traditional consultancies.

Founded in 2004
Strong
values-based culture
Growing business with a turnover of £50 million +
Community of over
500 practitioners across the world (over 200 currently deployed)
DELIVERING CHANGE
Our services target the support they need with business and technology change – from helping to formulate what that change looks like through to delivering that change in a variety of ways and making it sustainable.
WORKING ACROSS SEVERAL INDUSTRIES
We work across a number of industries and our major clients include global financial institutions, oil & gas businesses as well as public sector bodies such as the UK’s NHS.
PROVIDING CUSTOM SOLUTIONS
We know that every client’s requirement is different so we listen until we understand precisely what our clients’ desired outcome is and work with them to plan, structure and deliver the transformation they require.
A SUPPORT PILLAR FOR YOUR TEAMS
We can supplement clients’ own teams with additional expertise and capability or we can take complete ownership for delivering the outcome on the client’s behalf.
WORKING TOE TO TOE WITH OUR CLIENTS
However we are asked to work, we understand the pressures our clients are under, and we take pride in working together in a straightforward and honest way to help them effect outcomes that surpass expectations.
NIALL MARTIN
Niall is an experienced manager who has delivered successful change initiatives, with particular experience in both Financial Services and the Energy & Utilities sectors.
ROBERT MASON
Expertise in delivering new sales and customer service processes and solutions

Strong proven ability with continuous improvement and process excellence (leading to 50% cost reduction and 50% growth margin for one company)

Highly Engaging and influential with senior stakeholders to achieve buy-in

Experienced in developing IT roadmaps

NIALL MARTIN
PROGRAMME & PROJECT MANAGER
Rob is a qualified Project & Programme Manager with significant business change and consultancy experience. He applies a ‘can do’ and innovative approach to all areas
of work.
Experienced in working across cultures & geographies
ROBERT MASON
PROJECT LEAD
Focuses on development of people
Demonstrated significant success in programme recovery
Has provided thought leadership on technology trends
SHEHAN DE SILVA
Shehan is an accomplished practitioner with 13 years’ experience delivering high-visibility strategically oriented initiatives in complex business environments across various industries.
Logical, hands-on approach
SHEHAN DE SILVA
PROJECT MANAGER AND PMO LEAD
Experience across Financial Services, Oil & Gas and Travel
Considerable Portfolio and Project Management Office (PMO) experience
PRINCE 2 certified
AGA FALKOWSKA
Aga is a highly successful project manager with qualifications in MSP and ITIL as well as PRINCE2. She also has significant expertise in Performance Management and Transition Management.
KAUSHIK GUPTA
Delivery-focused Project Manager
AGA FALKOWSKA
PROJECT MANAGER
Kaushik is a Business Analyst with over 10 years’ success implementing projects, delivering consultancy and business analysis support in the public and private sectors.
Good working knowledge of ITIL v3 and PRINCE2
KAUSHIK GUPTA
BUSINESS ANALYST
Committed to professional development
Holds MSc in Information Systems
Integrates sound leadership and attention to detail
Experience of public and private sector clients
Proactive with continuous improvement and trouble shooting
Skills in IT delivery
ENHANCING THE MATURITY OF PMO
The challenge:
Enhance the PMO maturity from a coordinating project execution PMO to a strategic PMO that could leverage synergies and best practice across business areas.

The engagement:
Practicus assessed the interim PMO structure to define what maturity could look like for Scottish Water, alongside tailored industry best practice. It then developed a roadmap to help the PMO mature.

The outcome:
The roadmap will give the foundations to become a strategic function that can better manage its portfolio while achieving efficiency targets.
SUPPORTING DELIVERY OF IS TRANSFORMATION
The challenge:
Following rapid growth, Seadrill needed to deliver an IT transformation capable of supporting the new scale and ambition of the business.

The engagement:
Practicus deployed specialist capability to deliver specific projects including a divestiture and acquisition, data centre migration, technology refresh and ERP system enhancement.

The outcome:
Seadrill has been continually impressed by the high quality of people provided and delivery achieved. Practicus has become a trusted partner, helping to deliver real transformation in IT and save time and money.
IMPROVING BI REPORTING FOR HR GLOBALLY
The challenge:
Select, architect, configure and implement a single BI solution that would unit all HR data globally, providing instant and bespoke reporting to the Board.

The engagement:
Practicus designed and implemented a single HR system, the data warehouse, the reporting structure and the architecture of the system. The system was designed with the flexibility to cater for bespoke requests.

The outcome:
The Board is now able to make better informed decisions with up-to-the-second BI statistics. There are also greatly reduced costs of running and repairing the numerous separate systems worldwide.
DELIVERING A DATA CENTRE OUTSOURCING PROJECT
The challenge:
As part of a major IT transformation, Thomas Cook needed to insource IT support and infrastructure from Accenture and outsource to multiple vendors.

The outcome:
Practicus led the migration of the eCommerce Data Centre which supported the UK, France, Germany and Netherlands to a new supplier. This included transitioning from physical to a private cloud solution in 3 months.
Practicus also led a global Data Centre consolidation programme encompassing the development of a target architecture, selection of preferred outsourcing partner and the implementation of the consolidation strategy, shrinking the Data Centre estate from 25 locations to 2.
PREPARING TECHNOLOGY FOR PRODUCT LAUNCH
The challenge:
Deliver the technology required to integrate with the legacy system in order to be responsive and supportive of the Broker
and Digital launches of new products in global markets.

The engagement:
Practicus enabled the successful delivery by re-aligning the plans of two dependent programmes. It then managed the launch by working with internal IT, UAT, Digital and Managed Service teams as well as third parties to make sure all infrastructure, testing, website architecture and support systems were in place in time for launch.

The outcome:
New, premium products were successfully launched for both target markets. The project has enabled additional sales channels for Bupa and provided the foundation for a full global and digital roll out. As a result, it will be better able to support its customers on a local level.
REDUCING COSTS IN UPSTREAM PROCESSES
The challenge:
Improve the cost-efficiency of exploration and upstream processes.

The engagement:
Practicus was engaged to implement Lean methodology and deliver tangible cost savings through process improvements across drilling and extraction operations, this incorporated Santos’s joint ventures.

The outcome:
Practicus rapidly identified and presented a $1 million cost saving per annum, which is now being implemented.

RUNNING A DATA CENTRE RFP PROCESS
The challenge:
As their data centre managed service neared expiry, Admin Re decided to take the opportunity to consolidate four data centres down to two and choose a supplier that is fit-for-purpose.

The engagement:
Practicus led the RFP process, first gaining an understanding of the existing architecture and business needs, and then designing an RFP document which would achieve the benefits needed.

The outcome:
The Practicus team then partnered the internal procurement and IT functions to manage the process, choosing one supplier.
IMPROVING PROCESSES WITHIN THE FINANCE FUNCTION

The challenge:
Imperial Tobacco’s finance function had many processes that could be streamlined and made more effective. Practicus was engaged to understand, review and improve processes to help the function achieve its goal.

The engagement:
Practicus conducted a full review of Finance processes and people. It interviewed the entire team and ran workshops to fully understand how activities were carried out and communicated. Based on the findings, Practicus mapped ~90 processes and made recommendations for improvement.

The outcome:
Practicus outlined core processes and recommendations to streamline documentation flow. The review also suggested a team restructure that would drive change and address capability gaps. The recommendations led to a projected 20% reduction in FTEs, leaving more time for staff to work on value adding activities.

SUPPORTING A MAJOR TRANSFORMATION
The challenge:
For the first time in its history, the BMA is going through an organisational transformation to address its governance structure as well as the way it delivers its product and services to stakeholders. This transformation is underpinned by a new operating model and supported by a new system platform and associated processes.

The engagement:
Practicus has been engaged to design and manage a Transformation Management Office providing the CEO and the Executive Team with a clear road map and delivery assurance for the transformation (People, Process, System and Data)

The outcome:
The Practicus transformation governance has been implemented and is being followed successfully, lessons learned from previous experiences are proving extremely valuable to the BMA.
INTRODUCING NEW FRAMEWORKS FOR BUSINESS READINESS AND PROJECT DELIVERY
DEVELOPING A PROCESS TO IMPROVE CAPITAL INVESTMENT

The challenge:
Develop a process to evaluate and improve major global capital investment projects.

The engagement:
Practicus led a team in designing a process that enables the visualisation of the end-to-end supply chain network. It modelled and aligned future growth plans with optimised manufacturing capacity, including the design of Factory layouts, sourcing of equipment and services, Cost of Goods assessment and developing a program of future site and network expansions.

The outcome:
The process has provided GSK with a rapid, accurate and inexpensive method of assessing project feasibility. It is currently being rolled out on a number of strategic projects across the world.

The challenge:
With a major transformation programme underway, gaining the right approach to business engagement and project delivery was critical to the success of the improvements.

The engagement:
Practicus worked in partnership with the central change team to create and establish new frameworks for project delivery assurance and business readiness.

The outcome:
The frameworks and artefacts have been rolled out across the company, with hundreds of staff now trained in their use. This will mean that The Post Office can deliver change faster, with greater confidence and higher efficiency.
PROVIDING THE CHANGE MANAGEMENT APPROACH TO AN ORGANISATIONAL TRANSFORMATION

The challenge:
As part of its Transformation journey, GIBP required a consistent, robust and fit-for-purpose Change Management approach supported by appropriate Communications.

The engagement:
We provided the necessary change management framework to inform employees (and wider stakeholder groups) while going though a period of uncertainty. We evaluated change impacts and change readiness while producing and delivering appropriate change and communications plans . We provided key stakeholders with assurance that change is effectively managed.

The outcome:
The change management approach was completed by Practicus and signed off.
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