Where were they?
In the context of a dynamic and profitable business environment, Berkeley was asked to review Land Securities’ IS department and identify ways of improving the IS Programme delivery function. One of the plans under consideration was a move to flexible resourcing arrangements with external delivery organisations.
How did Berkeley help?
Berkeley was asked to support Land Securities in selecting a set of Preferred Delivery Partners and implementing a flexible resourcing model. The core objective remained to improve the quality, reliability and speed of IS project deliveries to the business units.
To define the scope, Berkeley worked with the IS management team to assess the gaps in existing delivery capability and helped to define the type and quantity of skills needed to deliver the IS Programme Roadmap.
Land Securities had to be sure that the external supplier market could meet its requirements, so Berkeley researched the organisations that fitted the size, experience level, and organisational style that Land Securities was looking for. A short-list of firms was drawn up and Berkeley supported Land Securities in making their final selection decisions.
Berkeley also defined the engagement model for each Delivery Partner, and led the commercial negotiation process, ensuring that commercial tensions remained inherent in the framework agreements signed with each Delivery Partner.
Where are they now?
By moving the legal and commercial complexity into the framework agreements the IS management team were freed-up to focus on managing projects successfully. IS departmental fixed development costs were reduced by 30% without compromising the ability of each Land Securities delivery manager to gain access to the right mix of delivery skills. Delivery discipline increased throughout the organisation as a result of new processes to define, and formally accept, work-packages. Overall delivery reliability, speed, and quality of Land Securities’ IS department service to the business has significantly improved.