“We engaged Auxilion at a time when new regulations required a transformation of our governance framework and strategy. They understood the challenge we faced and provided efficient, effective solutions.”
Public Sector
Portfolio Governance Design
A major public sector client engaged Auxilion to provide consultancy support to assist them in designing and implementing governance structures for both projects and asset programmes to bring their portfolio in line with new requirements provided by the industry regulator.
The initial phase of the engagement included setting out a governance framework. This included defining the principles as to how the portfolio would be structured and mapping out the functional structures that needed to be put in place to provide the oversight and controls that were required. This enabled the client to transform the governance and oversight of the delivery of their work programmes over the next five years.
Once the terms of references for each of the four boards were developed and agreed, relevant members of the team were supported with knowledge transfer and targeted coaching to ensure that the boards, board members and wider support groups, including the PMO, fully understood their roles and responsibilities with respect to the oversight, control and support of the wider portfolio.
Later phases included attendance at various governance sessions to provide insight and observations along. This helped to ensure consistency in how governance was applied following this significant business change initiative.
We are currently engaged to review, enrich and improve the governance framework adopted and to make additional recommendations as to how the governance and decision making processes can be improved.
Having assessed and workshopped the business objectives and ensuing requirements, Auxilion used several best practice governance frameworks that are considered benchmarks in how to set up effective governance of both project based and operational workloads. Auxilion leveraged and customised the relevant governance artefacts as recommended by the Project Management Institute (PMI®) and the Association of Project Management (APM®).
In addition, the team considered the membership and representation of the relevant functions in the business before finalising each of the relevant boards that were tasked with overseeing the various sub portfolios.
The team progressed the assignment with a dedicated team of the client’s senior network managers and ensured that the relevant artefacts were fit for purpose, given the culture of decision making that needed to be considered for the organizational changes to be effective.
Knowledge management and knowledge transfer was also designed into the engagement.
We added value across several domains:
“Auxilion’s support was crucial to us during a transitional phase for the business. They helped us to design and implement an effective governance strategy and are still monitoring it and finding improvements to this day.”
