Strategic Management of Transformation Projects

We help you safeguard your transformation initiatives

Strategic vision is certainly important. Even more important is the ability to execute. We can help you manage your transformation and make it a success: coordinating governance, anticipating and managing risks, ensuring that results are achieved by controlling costs and deadlines, and adapting communication to the impact of the transformation on different populations

The strategic control of transformation consists in ensuring that the program is aligned with the initial strategic framework, and adapting this framework to changing circumstances and challenges. The goal is therefore to ensure that the organization and corporate governance are still suited to achieving the transformation objectives, and to take all necessary measures to prevent the program from drifting off course or failing.

One component of this process is the implementation of a PMO for operational monitoring:

  • Tracking deadlines: respecting key milestones is generally the basis for securing projects. It is essential to find the right balance between the macro-planning of the various stages and the identification and monitoring of detailed project milestones
  • Budget monitoring: it is essential to forecast and update the resources needed to ensure the success of the project, avoiding overruns or under-utilization of resources
  • Scope/content control: are the deliverables expected from the various workstreams, and are they delivered on time with the necessary level of quality? Are the objectives still achievable as the first results are delivered?
  • Resource management: do we have the right skills, at the right time, in the right place? Is it necessary to anticipate team adaptation?
  • Risk management: a risk management system only makes sense if it is shared by the various stakeholders, and if it leads to the implementation of risk mitigation measures
  • Records management: major projects often involve numerous teams, and therefore require a rigorously implemented and administered knowledge-sharing system
  • External and institutional reporting: the project needs to communicate on its progress. The aim is to make progress visual, so that any problems can be quickly resolved, and to ensure that stakeholders are constantly aligned. The level of detail must be adapted to the context, and be neither anxiety-provoking (there’s no point in crying wolf if the teams have the means to deal with their problems autonomously), nor obscure (problems are natural on a project, and need to be shared openly in order to resolve them)

Preparing and leading steering committees is also a key element

We provide assistance in:

  • organizing the various committees (to ensure that the right information is communicated, and that a good level of discussion and decision-making takes place within a limited timeframe)
  • ensuring that they run smoothly
  • ensuring that the decisions taken are communicated to all those concerned

In the case of major transformations, all these actions are driven by transformation roll-out and change management methods

  • How to communicate?
  • How to mobilize all the players?
  • What training plan?
  • In the case of organizational transformation: what are the HR constraints?
  • In the case of an IS-based transformation: what are the roll-out, data migration and parameterization procedures for the new tool?
See an example of a project