The U.S. division of a global security services firm wanted to replace its 20-year-old core systems. Learn how ISG designed, stood up and ran a Transformation Program Office (TMO) to establish governance processes and ensure program delivery and recognition of the business case value.
Opportunity
The U.S. division of a global security services firm was at the beginning their digital transformation journey. The first major initiative on the journey was to replace their over 20-year-old core systems (3 Peoplesoft finance instances, 20 plus regional instances of a homegrown time management/billing/payroll system, and a Kronos HR system), with a single integrated cloud-based Oracle Finance & HCM/Infor WFM, and Billing platform.
The client had never embarked on such a complex IT initiative, and ISG was engaged to design, stand up, and run a Transformation Program Office (TMO) for the program. The goal of the TMO was to establish governance processes to ensure delivery of the program and value recognition of the business case.
The client had never embarked on such a complex IT initiative, and ISG was engaged to design, stand up, and run a Transformation Program Office (TMO) for the program. The goal of the TMO was to establish governance processes to ensure delivery of the program and value recognition of the business case.
Imagining IT Differently
ISG used its deep program management, ERP, and agile expertise to develop processes and build tools in areas including Schedule, Resource, Risk, Issues, Decision, and Change Management, to measure the progress of the project and ensure risks and issues were addressed and decisions were made in a timely fashion.
Governance practices included structured tollgates with defined entry and exit criteria, as well as readiness assessments at key milestones throughout the program’s lifecycle.
ISG provided valuable insights, including early warning indicators for the client in terms of contract risk and budget exposure, and its increase to the client as the program progressed.
Governance practices included structured tollgates with defined entry and exit criteria, as well as readiness assessments at key milestones throughout the program’s lifecycle.
ISG provided valuable insights, including early warning indicators for the client in terms of contract risk and budget exposure, and its increase to the client as the program progressed.
Future Made Possible
- The TMO provided a lens from which the client had transparency and clarity to project progress and risks, as well as insights to develop risk mitigation plans, so as not impact the business drivers.
- The client successfully transformed their business in two waves. The first wave was focused on Finance and the second wave on HCM, Time Management, Payroll and Billing.
- Key was ISG’s pragmatic approach and ability to successfully work with the client business and technical teams, the client’s SI and other software partners to create a collaborative TMO. This was achieved through definition and skillful facilitation of the program’s organizational structure (TMO, Project Workstream Leads & Executive Steering Committee) to govern the highly complex program.
