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Management information system

The organisation had a paper-based quality and environmental management system which had been developed over many years and discussions had been ongoing regarding the introduction of an electronic system to improve efficiency and provide automatic management information. This system would also be developed to include the capture of pre-project bidding information to enable a greater understanding of the organisations tendering process. The system development would also be the first stage in developing a broader Practice Management System. A project team had been in operation and had put thought into defining the likely scope of such a system, but the organisation needed strong support to bring clarity and experience to their aspirations, translate this into delivery and provide day-to-day leadership to take the project forward.

changethreesixty was requested to provide leadership to this important business change, establish an agreed way forward and implement the first phase of the electronic system, which comprised tracking and documenting opportunities, proposals and quality plans for all new projects. After initial analysis, it became clear that the people the system was intended for had not been directly engaged, so presentations were undertaken in all UK offices.

Significant feedback was obtained, resulting in a number of system changes. This feedback was fully documented and communicated and made available on the intranet. A detailed change plan was compiled and regular communications were effected to all stakeholders, ensuring they were kept updated with progress.

The change delivery team was revised and a strategic group established to ensure the system was developed to fit the needs of the Practice as well as external Audit requirements. Regular progress meetings were held and Practice Management System advisers were established in every UK office establishing a vital link with the business.

A significant training programme was undertaken, with the system manual available on the intranet, and the first regional office went live on schedule. The regional office roll-out was completed on schedule, followed by a post-change appraisal where learning points were discussed, agreed and communicated. Following further internal customer feedback, further enhancements have been made to the system, which is now providing valuable management information to the Practice.

“changethreesixty assumed responsibility for this important business change and following reorganisation of the delivery team has led the successful implementation on schedule.

The introduction of an electronic Quality and Environmental Management system has improved efficiency and is providing valuable information to improve the understanding of our tendering activities and the operation of our projects.”

Mark Hammersley, Quality Partner
Peter Brett Associates LLP

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Business improvement strategy

changethreesixty directed a programme of business improvements, linked to their strategic objectives, comprising process, people and technology elements. A programme management process was designed and implemented to coordinate and report on the status of these changes.

The business improvement changes had been identified from employee workshops undertaken in all ten UK regional offices. They were prioritised and the final change programme comprised the following:

• implement an account and bid management process
• implement a coaching and mentoring strategy
• introduce email guidelines
• undertake a review of Customer Relationship Management (CRM) systems
• enhance the training programme for Brief Managers
• implement a project management framework
• introduce team briefings to improve company-wide communication
• restructure the organisation into nine business groups

The change programme included specific documentation for each change manager to complete, including a change statement that highlighted the business objectives, a change charter and a monthly progress statement. Regular updates with change sponsors and change managers were held to ensure business needs were being met and to highlight and address any risk.

A one-page summary highlighting progress, status, risk and next steps is produced for monthly Management Board meetings. A six-month review was undertaken of all the changes to identify learning points and this provided input to the business planning process for the next financial year.

“changethreesixty has introduced the concepts of effective change management into our internal business improvement programme, helping us to achieve our strategic objectives.

Working closely with the Management Board, the successful delivery of these key changes is now providing tangible benefits in support of our continued growth strategy.”

Malcolm Cleaver, Managing Partner
Peter Brett Associates LLP

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Aligning IT with the business

An initial investigation was undertaken into the internal services that the IT department provided to all UK and International offices, which covered around 550 employees based in 20 offices. Following discussions with the key stakeholders, changethreesixty produced a report of recommendations that was accepted by the Management Board. The implemented recommendations were:

• introduction of a new IT strategy, integrated with the business strategy
• production of detailed business plans
• introduction of a revised team structure, defining proper roles and responsibilities
• establishing a proper internal customer focus
• introduction of internal processes and controls, including an information security policy
• completion of hardware and software inventories
• completion of a number of projects that had been outstanding for some time
• updating the network and hardware infrastructure, to improve resilience
• controlling the level of Helpdesk calls and introducing a service level agreement
• recruitment of a new Senior IT Manager to lead the department
• refining the capital expenditure request process
• establishing personal development plans for all team members

With these foundations in place the new Senior IT Manager was able to assume full responsibility. The IT team is now fully aligned with the business, helping to deliver the strategic objectives.

“Following discussions with the key stakeholders in the Practice, changethreesixty made clear recommendations to transform our approach to IT, significantly improving the strategy, planning, team structure, processes and controls.

The recommendations were approved by the Management Board and changethreesixty led the implementation of the required process, people and technology changes, working closely with the existing IT team.”

Scott Witchalls, IT Partner
Peter Brett Associates LLP

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