Building confidence in executing IT programs
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Figure 5: Phased service approach<br />
1<br />
Individual assessments<br />
► Individual assessments of critical<br />
<strong>programs</strong> or important <strong>programs</strong> <strong>in</strong><br />
a challenged state<br />
► Enhances your current capabilities<br />
with EY’s proven approach and<br />
solutions<br />
► Proof of concept approach to<br />
<strong>in</strong>troduce program risk management<br />
to the organization<br />
2 Fully managed service<br />
► Turn-key program risk management<br />
operations for your organization<br />
► Predictable and reduced cost service scaled<br />
to suit your organization's unique needs<br />
► Can evolve to a co-sourc<strong>in</strong>g arrangement<br />
► Enhanced ability to leverage EY’s extensive<br />
knowledge, resources and experience<br />
3<br />
Co-sourc<strong>in</strong>g service<br />
► Supplements your current program risk,<br />
<strong>in</strong>ternal audit or enterprise program<br />
management office group<br />
► Enhances your current capabilities with<br />
EY’s proven approach and solutions<br />
► Facilitates knowledge transfer of<br />
lead<strong>in</strong>g practices<br />
4<br />
Subscription service<br />
► Access to EY’s solutions on a<br />
subscription basis<br />
► Complexity model<br />
► Predictive risk models<br />
► Schedule and cost analysis models<br />
► Allows access to EY’s lead<strong>in</strong>g solutions<br />
once your team is familiarized<br />
and tra<strong>in</strong>ed<br />
High value at relatively low cost<br />
Investments <strong>in</strong> PRM are typically quite small compared to the overall program budgets,<br />
especially when bus<strong>in</strong>ess revenues are put at risk. Independent <strong>IT</strong> PRM services should<br />
account for approximately 2% to 6% of the overall program budget, although this may<br />
vary depend<strong>in</strong>g on the project’s risk profile, and some of the more mature program<br />
organizations are <strong>in</strong>vest<strong>in</strong>g more.<br />
While the costs are relatively low, the benefits of PRM are significant:<br />
• Increased <strong>confidence</strong> <strong>in</strong> the <strong>in</strong>tegrity of bus<strong>in</strong>ess case and projected outcomes<br />
• Increased likelihood that the program will be delivered successfully<br />
• Improved visibility and transparency of program risks and performance<br />
• Early identification of program-critical risks and issues<br />
• Practical recommendations to address problems as they arise<br />
• More <strong>in</strong>formed decision-mak<strong>in</strong>g as a result of <strong>in</strong>dependent viewpo<strong>in</strong>t<br />
• Access to <strong>in</strong>dependent professional advice on lead<strong>in</strong>g program practices<br />
• Enhanced management control of the program<br />
• Significantly reduced late-stage surprises<br />
• Improved team dynamics, energy and capabilities<br />
20 | <strong>Build<strong>in</strong>g</strong> <strong>confidence</strong> <strong>in</strong> execut<strong>in</strong>g <strong>IT</strong> <strong>programs</strong>
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