The implementation of revamped processes within a new organisational structure, plus project governance and coaching

An IT service provider for customers in the care sector needed to both professionalise and grow its operations. By improving its business processes and procedures, the organisation wanted to increase both its customer and employee satisfaction, get costs under control and make productivity forecastable. A number of processes had already been optimised as part of a previous project but still needed to be implemented. In addition, coaching and advice were very much needed in the field of project portfolio management.

• The implementation of the revamped core processes was carried out with the help of interactive workshops. Employees were assigned to small groups, in which scenarios and roleplaying were used to instruct them on how to work with the new process. During the go live, each department was provided with packages of relevant materials, including process sheets, decision-making trees and infographics, with the Vasco team also being on hand to provide follow-up services.
• Project portfolio management was set up to have a simple and transparent way of working and a clear delineation of roles and responsibilities. In order to ensure that continuous improvement was embedded in the organisation, it was made an integral component of the day-to-day work of the self-managing teams.
• The new roles that related to continuous improvement, portfolio management and agile working were supported by coaching. The portfolio manager and the tactical management layer received coaching too, in order to prepare them for their roles in the new organisational structure.

• The revamped ITIL processes were successfully implemented throughout the entire organisation.
• A blueprint for project portfolio management and continuous improvement was designed and implemented throughout the new organisational structure.
• Project portfolio management was developed in more detail and set up within the new organisational structure.
• Sprints were used to coach employees in their new project governance roles.