case study: Pipeline prioritisation

BACKGROUND	Our client, a major telecommunications company, is currently undergoing one of Australia's largest ever transformation programme with significant infrastructure build work. The infrastructure delivery division was being impacted by a number of factors that was affecting its ability to service its customers effectively: Large complex technology transformation programme and existing legacy systems Fragmented customer requests to initiative infrastructure development work Little prioritisation of work before time and money is spent Little understanding of current resource utilisation and backlogs No streamlined estimation and commitment to customer process
OUR ROLE	Our approach was to implement a Pipeline Prioritisation executive committee which met on a weekly basis. The meeting is responsible for approving all new customer requests for transformation and legacy infrastructure. All new requests need to have a high level assessment completed - which estimates time, effort and complexity to assess if the project is significant or a small piece of work. If the request is significant a more detailed estimation process will need to be undertaken before any work is approved to start.
RESULT	The benefits of the prioritisation process were dramatic: Project backlog reduced from 1200 to 700 active projects Executive level awareness of customer requests Mitigate commitments to customers where the client can not meet the committed date Increased understanding of resource constraints

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