Aurecon - Business Rejuvenation Programme

Problem
Customer assessment of "average" performance - one of the pack.
Focus was on local markets, not best use of resource.
Passive - aggressive resistance to new initiatives.
Business systems limiting visibility of performance.
Needed someone to co-ordinate the various projects.

Our Approach
Moved to head office (Melbourne) on secondment to set up the programme office (employed by Aurecon at the time).
Reviewed the existing project plans and highlighted necessary changes to the Board.
Established the Programme Management Office (PMO).
Institutionalised change management and people centric approach rather than a technical one.
Developed all governance and reporting mechanisms.
Standardised approach and created cross-project forums.
Recruit local team to deliver the programme.

Environment
Civil design engineering back office.
Board room / head office.

Results
Effective programme visibility established within 6 months.
Business cases challenged and baselines reset (to AUS $20 million).
Change management practice established.
Clear governance and project timelines establshed.
Programme management team recruited and left in place.

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Don't wait for your programme to run astray - make sure good practices are established early on and governance is in place.