IT, Telecommunications & Services · Consulting

Creating a clearer operating model for project and service delivery

A business-transformation engagement clarified how teams engage on new work, separated project and service responsibilities, and introduced a more consistent enterprise lifecycle.

30%
reported project-success improvement in the first 3 months

01 · Context

The challenge

There was no clear process for engaging the different business groups when a contract or project started.
Customer timelines could be set without consultation with the Enterprise department, contributing to project delays.
Delays led to customer complaints and dissatisfaction.
Project Manager and Service Manager responsibilities were unclear.
The Service Manager was responsible for both service and project management, contributing to delivery delays.

02 · Delivery

The approach

01Completed a gap analysis between the current and future operating states.
02Developed a project charter and formed a project team.
03Trained the team in project-management practices, tools, and techniques based on PMI, and service management based on ITIL.
04Developed the project plan.
05Separated Project Manager and Service Manager functions in a new organizational structure.
06Developed standard operating procedures and templates for both functions.
07Created a project-engagement process using a RACI relationship matrix.
08Implemented the new organizational structure.
09Developed and implemented Enterprise Lifecycle processes.
10Included monitoring and control in the continuous-improvement process.

Engagement evidence

Measures and working visuals

Diagram comparing project-management and service-management lifecycles. — Project and service lifecycle roles shown in the source report. Open the image for full size.

Enterprise lifecycle mind map showing service design, implementation, delivery, operation, improvement, billing, contract termination, and end of service. — Enterprise lifecycle developed to clarify the work from service design through end of service. Open the image for full size.

RACI responsibility matrix for enterprise lifecycle processes and participating functions. — Responsibility matrix with role labels; personal names are not included. Open the image for full size.

Source report detail

Project timeline and takeaways

Delivery timeline

2 weeksGap analysisPhase 1
1 weekProject charterPhase 2
2 weeksProject-team developmentPhase 3
1 weekProject-plan developmentPhase 4
4 weeksProject implementationPhase 5
2 weeksFinal report, presentation, lessons learned, and closurePhase 6

Findings and recommendations in the report

A clear process was established for engaging business groups when a new contract or project starts.
Customer timelines were to be developed with Enterprise department consultation; the source reports that delays were eliminated.
The report describes a reduction in customer complaints associated with fewer delays.
The revised model clarified Project Manager and Service Manager responsibilities.
The report records a 30% improvement in project success during the first three months; it does not define the success measure.

Client and employee identities are withheld. Reported figures are retained as source claims; discrepancies are noted rather than silently corrected.

03 · Outcomes

What changed

01A standardized enterprise lifecycle and cross-functional project-engagement process were documented.
02The report records a 30% improvement in project success during the first three months; the source does not define the success measure.
03Project and service manager responsibilities were clarified in the revised operating model.
04The report describes more realistic customer timelines, fewer delivery delays, and reduced customer complaints.

Client identity is withheld. Outcomes and measures are presented as documented in the engagement source material.

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