The challenge: supporting a major new IT program

To support its rapid growth and adapt to change in the healthcare industry, the company was embarking on a major new IT program. This involved migrating all major applications to a transaction gateway as well as development, support and maintenance for the new platform.

As the largest IT program ever initiated by the company, it needed to ensure it was able to effectively manage every workstream relating to the program. The health insurer decided to review its existing Project Management Office (PMO) and approach, and also to establish a Program Management Office to oversee the delivery of its IT initiative.

The solution: refining project management and methodology

The company partnered with Rego Consulting to help create and put into operation the new Program Management Office as well as to re-define its PMO and project methodology.

As part of its role, Rego Consulting established an online playbook to facilitate adoption and encourage communication. It also configured the company’s existing Clarity PPM solution to support the new approach to project management and enable end-to-end program management.

Following clearly defined and agreed processes, the program management office is now responsible for all aspects of program delivery, from initiation, scheduling and reporting to team, risk, issue and change management, across 100 highly interdependent projects.

The benefits: safeguarding investments

Adopting a consistent, updated and best-practice approach to program and project management has enabled the company’s IT department to focus firmly on meeting business needs rather than pursuing a traditional, software-led approach.

This will help to enhance business capabilities as well as ensure effective use of budgets and resources, contributing to greater efficiency and competitive advantage.

Improved delivery of projects and business initiatives will also help to safeguard the customer’s current and future IT and business investments to support growth.