New Capabilities Development
New Capabilities Development services help companies ramp up the maturity curve. Building organizational functions 'from scratch' is often necessary to amplify effectiveness. It's all about putting enablers in place.
SERVICE OFFERINGS
- Project Management Offices
Standing up PMOs to enable project success across the enterprise. Standards and methodology development, tool and template creation. Defining roles, responsibilities and expectations of PMO resources. KPIs and metrics to monitor performance.
- BMOs, VMOs, and IMOs
Setting up Business Management Offices for enterprises looking for stronger alignment between business strategy and IT services.
Building Vendor Management Offices (or VM functions within BMOs) to establish working procurement practices (including SLAs and OLAs) with external providers.
Establishing Integration Management Offices to enable M&A conversion planning. Tracking progress relative to planned cutover date. Development of tools and reporting to identify those risks and issues that may threaten merger success.
- Monitoring and Oversight Functions
Formalizing internal areas to assess, manage, and mitigate risk. In a heavy-regulated setting, M&O functions can look like cross between a formal line of defense and a QC organization, with a strong emphasis on governance, risk and compliance.
- Supply & Demand Management Functions
Building systematic methods for assessing resource (supply) needs and ensuring optimal resource utilization, as well as quantifying and prioritizing requested work (demand).
- Change Control Boards
Defining criteria by which CCB approval is necessary, recommending proposed composition of voting membership, creating tools to assess impact and help inform CCB decisions.
- Help Desks, Service & Support Centers, Centers of Excellence
- And many other New Capabilities-related services that amplify effectiveness.
CASE STUDIES
A national investment firm sought to mature its Project Management Office. While the software development lifecycle methodology and the delivery discipline were fairly mature, the portfolio management side needed some improvement. Historically, project requests were fulfilled on a first come, first served basis – and not necessarily in an order most beneficial to the firm.
RFC was commissioned to build out a robust Demand Management function. A new sizing tool, strategic alignment model, and prioritization framework enabled the client to systematically quantify and sequence demand.
A global investment bank’s EVP was spearheading the launch of a new business unit per the bank’s strategy to break into an emerging market for specific asset classes. The EVP’s desire was to stand up a fully-functioning Project Management Office, separate and distinct from the enterprise’s existing PMO. She believed that such autonomy would give her the project focus and speed needed to rapidly push products out the door and to effectively compete in this red hot market.
RFC met with the EVP and convinced her that instead of building a new PMO from scratch, leveraging as much as possible from the EPMO was the way to go. After all, the enterprise’s standards, tools and templates, and delivery methodology were solid. Ultimately five dedicated project managers were hired directly into her unit; they focused solely on her initiatives and closely collaborated with EPMO.
The EVP was grateful to achieve her true intended outcome – focus and speed – without having to reinvent the wheel to do it. To this day, she regards RFC as one of her most trusted advisors.