Optimising project time
A council had planned to build and deliver a complex new housing allocation system using a small in-house IT team within 12 months. The Council Executive then made a public commitment to deliver the new system within 5 months, with interim new services appearing in 3 months. By optimising the concurrency of the work and challenging assumptions about dependencies the project was radically re-planned and the system was delivered in 6 months.
Accelerating multiple projects
A life assurance company needed to analyse, design and implement 72 projects to deliver cross-company management information within a critical 90-day period. Techniques now branded by Isochron were applied to optimise concurrency of the projects and to introduce assertive management, so that all but four of the projects were completed within the 90 days.
Regime with Isochron techniques
An Investment Management company implemented a new comprehensive project regime with Isochron techniques. With an IT total budget of £2.1m p.a. they reduced 60 projects (including backlog) to 23 projects, exceeding £650k saving within the first 6 months and greatly improving their project completion rate. By September 2003 their measure of completion of expectations of projects had reached 80%.
Analysis of Return On Investment After Implementation
A facilities property services company had inherited a modern facilities management system through acquisitions in 1999-2001. They spent an additional £250,000 on technical implementation but realised that the business was making no use of it. In December 2002 Isochron was invited to reverse-engineer the business case to check whether the investment was justified.
Isochron found that if their current plans for business change projects were carried through four would give a net and continuing loss but the other eight together would not only cover their own costs (and the cost of Isochron doing the study) but yield £62,000 net positive ROI over the £250,000 cost of implementation.
Benefit Realisation with Isochron techniques
A major Utility committed to invest £70m in a core IT programme with expectation of £15.2m pa savings from 2006 onwards. Using Isochron techniques they related the savings to twelve specific “Value Flashpoints”. During 2005 they used the Isochron technique of Backcast Planning to track the business changes required backwards from each Value Flashpoint.
They mapped the technology enablers into the backcast business plans and revealed the extent of business changes needed in order to be ready to accept the technology, and the set of business changes needed to achieve the Value Flashpoints and realise the business case expectations.
Please contact Isochron at info@isochron.co.uk or on +44 (0)131 247 7568 to discuss more case histories