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Practicus - How We Can Help v0.8
Transcript of Practicus - How We Can Help v0.8
WHAT WE'VE DONE
/ Head office
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
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).
is our heritage. 10 years on, we still support client transformations (mainly Public Sector) by providing Interim Management specialists.
division supports clients recruit hard-to-find Executives and niche talent on a permanent basis.
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
We’ll help you reach your goals in a way that works for you.
We will share
We’re prepared to align our fees with the success of your project.
We will be driven by
We’ll work to make this your success story.
PRACTICUS RATE CARD
Indicative years' experience
Rate card value
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
, local 'A' team delivery across Europe, the Middle East, Asia and Australia
throughout the lifecycle of the transformation
to building a solution in your best interests
Emphasis on building
an enduring model
for future implementations
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 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
Growing business with a turnover of £50 million +
Community of over
500 practitioners across the world (over 200 currently deployed)
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 is an experienced manager who has delivered successful change initiatives, with particular experience in both Financial Services and the Energy & Utilities sectors.
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
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
Experienced in working across cultures & geographies
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 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.
Delivery-focused 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
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
Enhance the PMO maturity from a coordinating project execution PMO to a strategic PMO that could leverage synergies and best practice across business areas.
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 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
Following rapid growth, Seadrill needed to deliver an IT transformation capable of supporting the new scale and ambition of the business.
Practicus deployed specialist capability to deliver specific projects including a divestiture and acquisition, data centre migration, technology refresh and ERP system enhancement.
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
Select, architect, configure and implement a single BI solution that would unit all HR data globally, providing instant and bespoke reporting to the Board.
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 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
As part of a major IT transformation, Thomas Cook needed to insource IT support and infrastructure from Accenture and outsource to multiple vendors.
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
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.
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.
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
Improve the cost-efficiency of exploration and upstream processes.
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.
Practicus rapidly identified and presented a $1 million cost saving per annum, which is now being implemented.
RUNNING A DATA CENTRE RFP PROCESS
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.
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 Practicus team then partnered the internal procurement and IT functions to manage the process, choosing one supplier.
IMPROVING PROCESSES WITHIN THE FINANCE FUNCTION
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.
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.
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
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.
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 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
Develop a process to evaluate and improve major global capital investment projects.
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 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.
With a major transformation programme underway, gaining the right approach to business engagement and project delivery was critical to the success of the improvements.
Practicus worked in partnership with the central change team to create and establish new frameworks for project delivery assurance and business readiness.
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
As part of its Transformation journey, GIBP required a consistent, robust and fit-for-purpose Change Management approach supported by appropriate Communications.
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 change management approach was completed by Practicus and signed off.