Programme Management: Media
The Situation
The European arm of a US owned media company was changing its business model, having just sold off its internet service provider/ broadband access arm. Its content and services had traditionally been accessed through their own customer base using a client, distributing access through CD based software. Internet content within the "protected garden" was intermediated and curated by the company. Technology and customer demand meant that this was unsustainable and the company needed to recover ground against new social media companies. The company formed a group to develop a portal into which all their content would be placed, granting access to everyone. In addition the content needed to be Search Engine Optimised (SEO) as it hadn't previously been available to the open internet. There were also a series of social media initiatives using accelerated development techniques, a monetisation work stream to try to work out how the new approach would make money. Delivery was beset with delays and cost over runs, not least as within the 55 person programme team, all were contractors except for 2 members of client staff.
The Approach
Initial focus interviews identified that there was very limited programme management in place. Each element was being run as an independent project with no co-ordination between them; the overall plan was missing. The three lead country operations, UK, Germany and France, disagreed on the outcome as the macro level as well as the more detailed level (for example the location of the search box- very strong preferences were stated to be "nationally important"). We deployed a Deputy Programme Director to take control of the programme management. We implemented a full programme management process based upon a cut down version of PRINCE 2 and established a Programme Management Office. Having developed plans and business cases, we then implemented the governance and reporting to ensure there was visibility of the issues and that issues were resolved.
The Outcome
Having run two cycles of the monthly reporting, we recruited specialised contractor staff to replace the Corum staff and left the project. The portal and the initial social media applications were delivered on time and in budget in accordance with the plans we drew up. The light touch programme management we implemented was accepted and sustained throughout the life of the programme.
The European arm of a US owned media company was changing its business model, having just sold off its internet service provider/ broadband access arm. Its content and services had traditionally been accessed through their own customer base using a client, distributing access through CD based software. Internet content within the "protected garden" was intermediated and curated by the company. Technology and customer demand meant that this was unsustainable and the company needed to recover ground against new social media companies. The company formed a group to develop a portal into which all their content would be placed, granting access to everyone. In addition the content needed to be Search Engine Optimised (SEO) as it hadn't previously been available to the open internet. There were also a series of social media initiatives using accelerated development techniques, a monetisation work stream to try to work out how the new approach would make money. Delivery was beset with delays and cost over runs, not least as within the 55 person programme team, all were contractors except for 2 members of client staff.
The Approach
Initial focus interviews identified that there was very limited programme management in place. Each element was being run as an independent project with no co-ordination between them; the overall plan was missing. The three lead country operations, UK, Germany and France, disagreed on the outcome as the macro level as well as the more detailed level (for example the location of the search box- very strong preferences were stated to be "nationally important"). We deployed a Deputy Programme Director to take control of the programme management. We implemented a full programme management process based upon a cut down version of PRINCE 2 and established a Programme Management Office. Having developed plans and business cases, we then implemented the governance and reporting to ensure there was visibility of the issues and that issues were resolved.
The Outcome
Having run two cycles of the monthly reporting, we recruited specialised contractor staff to replace the Corum staff and left the project. The portal and the initial social media applications were delivered on time and in budget in accordance with the plans we drew up. The light touch programme management we implemented was accepted and sustained throughout the life of the programme.
