Oil Major - PMaaS (Project Management As A Service)

• develop a centrally managed resource pool of high quality project professionals, experienced in delivery of complex and sophisticated IT Projects

• build a sustainable resourcing model, flexible in meeting demand fluctuations, with a wide geographic reach

• reduce lead times for the provision of project resources, backfill, and capacity.

• mitigate financial risk through recourse to the Supplier where required

Scope covered provision of the following roles as core requirements within the PMaaS:

• IT Programme / Project Management resources (AGILE / Waterfall)

• PMO resources; Change / Communications specialists

• Business Analysis resources / Architects (all types) and technical SMEs

The key characteristics of the service that drove its success are as follows:

• Clearly defined prosource.it Account Management team to oversee/assure delivery and attend to any issues and requests – this was a UK driven team with senior representation in all key operating regions

• Defined global processes; everyone understood, owned and operated their role within the framework in a very standardised and efficient way.

• Demand management process based on a monthly planning cycle: ensuring requirements were identified, working closely with the respective business leads; roles filled in tightly controlled timeframes.

• A well-defined resource selection process managed by prosource: skills required for each role clearly understood – extends beyond “simply” ensuring resources have the appropriate technical skills and experience; it also successfully provides candidates with the right cultural fit.

• New resources are subjected to a comprehensive on-boarding and induction process: ensures they have all the right equipment and access (LTW (license to work), accounts etc.) to hit the ground running from day 1 and covers background on the organisation and area within which they will be working; from a business perspective and how to operate successfully within that environment.

• Service underpinned by a common defined commercial process: an agreed global rate card; standard templates for order / billing processing; agreed payment terms. All delivered on a very transparent T&M or fixed cost / outcome basis (dependent on what model best suits the activity).

• Quality assurance process exists to maintain the quality of services and deal with issues. The process covers a check with the key stakeholders after one and three months to make sure delivery is satisfactory and meets expectations. After that, check-ins are conducted on a monthly basis. Where performance is not at the required level, interventions are quickly made to drive improvement.

• As important as successfully on-boarding team members, it’s imperative that renewals, completions and off-boarding happen cleanly and in a timely manner.

• As well as receiving qualitative feedback from sponsors on service delivery, it’s also important to have a quantitative set of measures. Prosource.it introduced a set of SLAs and KPIs to report against service elements such as: request fulfilment; quality of resource; delivery performance; resource backfill

• The above process steps were underpinned by a regular Service reporting and auditing mechanism complemented by regular customer satisfaction surveys.

The service was established within 28 days and quickly scaled up to c.120 resources globally over a 6-month period maintaining that level for more than 5 years.

Due to the enduring success of the PMaaS service, the client expanded the scope, scale and breadth of the work with prosource; culminating in a wider strategic supplier agreement which is still operating today.