The Client

An Electricity Utility who are responsible for the management of the electricity grid and the electricity trading market. Also responsible for the evolution of the grid and market according to Government dictated policy.

The Issue

The client was two years into the implementation of a new Electricity Management System (EMS) and needed to get the Program back on track, and the system implemented and integrated with their other systems.

The client has seen a 300%+ growth in their I.T. infrastructure over a three year period and was having trouble maturing their practices and coping with the management of the infrastructure and applications. At the same time, the department was taxed with significant business change and increased demand for its services.

Approach

For the EMS Program, we implemented effective Program Management. Furthermore, we focussed on improved Project Management with an increased vendor management focus. Lastly, we structured a better delivery organization to deliver the EMS Program of work, with an Operations and Support organization to take on the day-to-day business and technical support and operations post implementation.

We implemented functional delineation between the various parts of the I.T. organization. Separated people and process between Change (Projects and Programs), and Operations and Support. Utilized the Profiled IT People I.T. Services Operating Framework.

Implemented standard Project, Program, Operations and Support management processes and frameworks (ITIL®, PMBOK®)

Profiled existing management and staff and assigned them to the most appropriate roles that aligned with their respective talents and skills, and the functions of the organization. Utilized the Profiled IT People Standard I.T. Organization Design.

Implemented a service Service Management practice. Implemented Centres of Competence (COC) for the key project roles (Project Management, and Solutioning Roles)

Sourced Enterprise Architecture services and compiled an I.T. Strategy to guide future technology sourcing and investments.

Implemented a Portfolio, Program and Project organization. Rolled out a Portfolio Management workbench approach and tool.

Relentlessly drove practice maturity through the individual functions by providing clear goals and implementing ongoing metrics and performance management practices for all management and staff.

Results

The EMS Program was delivered within the schedule and budget constraints, and was effectively operated and support post implementation. Further project and program delivery practices improved on the back of the improved organization design and the clear focus on mature practice.

The Project Management workbench approach assisted to drive an improved metrics driven discipline to Project delivery. The client had a portfolio view of their projects which they could trust and use to make strategic alignment decisions.

The Organization was able to make key infrastructure investments to improve the technical service delivery of the department.

Systems availability increased four fold. Problem, Incident and Service management process matured to drive incremental system evolution.

The C.I.O. could successfully articulate the improvement in the Organization’s I.T. and provide a clear direction and strategy for the future of the department, and the role it is to play in the Company’s success.