Technology Strategy and Transformation 

More than ever, organizational boards and business leaders expect technology leaders to drive change across the enterprise, changing from individual project changes to continuous transformation. This requires technology leaders to respond flexibly to a changing business environment, be agile, take an innovative approach, think ahead and embrace transformation as a new operational reality. A survey conducted by Deloitte Monitor among over 300 board members, directors and transformation managers from various sectors revealed the multidimensionality and multidirectional of planned transformations, in which technology will play a key role as an accelerator, enabler or even trigger.

The reasons for undertaking the transformation effort are both the issues of survival in a changing market, business expansion as well as the decision to change business and take over the role of a leader of breakthrough change.

Deloitte's Technology Transformation team supports organizations in planning a transformation roadmap, identifying key results for their strategy and business goals, establishing a transformation management office, verifying the resources needed to carry out the transformation, building and managing a portfolio of initiatives. In the case of ongoing initiatives, it will help to assess the effectiveness, the degree of implementation of benefits and necessary improvements, e.g. the approach and structure of running the program.

Our team consists of experts in managing comprehensive initiatives in traditional and agile methodologies, which they additionally combine with many years of industry experience. Thanks to this combination, they will advise on how to optimally establish an operational rhythm, choose a methodology due to the specificity, transformation phase and maturity of the organization.

Below are the details of our offer:

1. Transformation Management Office

Regardless of the industry, change management teams face similar challenges at the beginning, in progress, and after the first stages of transformation activities. These challenges include: establishing and maintaining an appropriate operational rhythm that supports people's involvement in change, as well as experimenting in building innovative and valuable solutions in line with the organization's strategy; defining measures and metrics of transformation progress, its effectiveness, values for the organization. Based on our experience and industry and methodological best practices, we have created and successfully implemented a transformation management office model for many of our clients that responds to these challenges. The office is a transformation hub, enabling all authorities to operate efficiently, establish value streams and continuously deliver business benefits through defined key objectives and ongoing monitoring of their implementation. It sets the pace and ensures that all activities are implemented in the right directions specified in the strategy. Once the major transformation activities are completed, this office ensures the sustainability of change and the continuous realization of value.

2. Project and programmed portfolio management

Each transformation requires human and financial resources, and these, as we know, are a finite set. That is why it is so important to select initiatives constituting the mainstream transformation, as well as new innovative projects for further investment and development. This selection should be carried out in a way that maximises the total value of the portfolio and the use of resource synergies. Already at the stage of building the portfolio, we support Deloitte clients in defining prioritization criteria that are as common as possible and consistent with the organization's strategy, how to measure the realization of value and carry out the process of defining the portfolio.

Our project portfolio management model provides the framework by which we effectively guide our clients through the operationalisation of the three main aspects of portfolio management, i.e. strategic planning, establishment of work structure and portfolio asset management. We also support the selection and introduction of methodology and tools for portfolio implementation.

3. Project management Office

Historically, the project management office (PMO) was located at individual departments, usually at the IT department. In the era of multifunctional project teams, including departments from IT, business and other supporting functions, the role of the project management office has evolved and covered all areas of business. As a result, many organizations have noticed the need to create an enterprise-level PMO structure, often meeting this need by merging departmental PMOs into a single structure. As a result, organizational units were created without a clear mandate, unified operating model or clear priorities.

The role of an effectively functioning PMO is a key success factor in the current business environment, where innovations in every area appear almost every day, and technologies have significantly shortened the production cycle of new products or functionalities. Projects are becoming the fuel of business to a much greater extent than operations have been so far. As a response to this challenge, the Deloitte team has developed a standardized approach to significantly reduce the time it takes to establish a project management office at the organizational level. Our solution includes support in clearly defining the role of the office in the implementation of the company's strategy, building its operating model and determining key indicators of achieving business goals by monitored projects.

Our consultants will advise on how to optimize PMO processes, improve operations through the selection of tools, methodologies, definition of key skills and assess what initiatives are necessary to achieve the goals and ambitions set by the organization in the field of PMO. In the case of identified gaps in methodological and process knowledge, or lack of resources, we offer ad hoc support on the basis of PM as a Service. For ongoing initiatives, we will assess their condition and verify the level of implementation of the intended value, enabling a data-based decision on the next steps of a given initiative.

4. Asses the health of a project or program 

In modern business, projects are its engine of development. Cross-functional teams, organized around an initiative, often operate in the short term, with high expectations of the value they are to deliver to the business. If such a temporary organization is created around a vaguely formulated goal, unverified assumptions, burdened with inefficient processes and reporting based solely on quantitative metrics without defined key results of achieving a business goal, it can become an empty shell project that engages resources but whose value cannot be verified. To avoid over-investing in these types of projects, the Deloitte team developed a model for assessing the health of the project. The assessment covers the compliance and timeliness of project objectives with the organization's strategy, the effectiveness of project management processes, the use of best methodological and industry practices, the quality and matching of reported indicators. The result of the assessment is a report summarizing the status of the project/program, including areas for improvement and recommendations for short- and long-term improvement activities.

Our offer is enriched by numerous accelerators that we adapt to the needs of a given organization. These include: standardized and proven in practice models, e.g. program communication, criteria and tools for assessing the maturity and effectiveness of project/program structures, PMO structures, e.g. for introducing an agile approach, a tool supporting the prioritization of a portfolio of initiatives, templates of key project, program and portfolio management processes for each phase of transformation, tools helping to determine organization-specific requirements in terms of technological tools for project, program and portfolio management, templates for the configuration of current tools, e.g. configuration of reports, documentation templates. Thanks to accelerators, we increase efficiency and significantly shorten the time of establishing the approach and structure of transformation / programs / projects management.