Greenwich Council tasked DEC to lead its efforts to address the increasing demand upon councils to provide public services utilizing better digital technologies, channels and IoT.
Task
DEC consultant tasked to lead the digital strategy review for a Greenwich Council.
Actions
DEC Consultant reviewed the existing digital strategy, conducted primary and secondary user-research and proposes a new digital strategy and roadmap.
Reviewed existing digital strategy
Conducted primary and secondary user research to determine "what good looks like"
Reviewed the existing digital channels and conducted usability audits
Identify needed changes for the digital strategy roadmap
Obtained signoff from all stakeholders with respect to new digital strategy
Defined the digital roadmap and prioritised projects to
Led the first delivery end to end to see at first hand the success of the new strategy and way of working.
Analysed the user experience metrics per digital channel and refined steps for future iterations.
Approved a prioritsed roadmap for the digital strategy
Developed UX and UI metrics and helped build a constantly improving and self learning council
Worked collaboratively with the citizens and digital team to formalised a feedback channel.
Iterative improvements over 18 months
Results
Council Board along with other key stakeholders accepted the digital strategy buying into the DEC proposed digital change programme.
Successfully commenced the directorate’s digital programme, considerably improved internal staff processes for client case management and GDPR compliance.
Introduced services via the portalusingagiledeliverymethodandimproved the citizen’s council experience
A Central Government Department
Situation
Completed technical projects were not being successfully managed by the Operation and Support team
Task
Properly integrate the Transition to Support for the technical projects as part of projectlifecycle
Actions
Review existing processes, governance and tools, make recommendations and implement improvements
Review current operation
AS IS processes, governance, tools
Change priorities agreed
Plan developed and agreed
TO BE operating model developed (process, governance, tools)
Collaborative team formed
Assessment and assurance gates integrated into existing governance
PMO standard planning assets amended
Delivery Lifecycle updated
PM quick reference guide delivered
PM team trained
Performance assessed and process adopted as BAU
Multi-disciplinary client team established to operate Continual Process Improvement
Results
Improvement recommendations accepted by the client and implemented with BAU delivery PMs upskilled
Revised governance processes were applied to all technical projects with 100% success.
New project lifecycle with transition into Operations BAU team was fully integrated and adopted by all staff