Orchestrating complex transformation across business, technology and suppliers
PearsonGoldman brings delivery experience across a multi-supplier environment with eleven concurrent workstreams and approximately 90-120 internal and supplier resources.
- 11
- Concurrent workstreams
- 90-120
- Approximate internal and supplier resources
- Shared control
- Business, technology and suppliers
Individual workstream progress must add up to integrated delivery.
Finance, Billing, CRM, ERP, ITSM, infrastructure and automation created cross-workstream dependencies. Supplier accountability needed to connect with UAT, cutover and operational readiness.
One view of interdependent delivery
- Transformation
control / orchestration - Business
- Finance
- Operations
- Technology
- Supplier A
- Supplier B
- Supplier C
- Integration partner
Accountability across the delivery system.
Dependency visibility
RAID and dependencies considered across workstreams and suppliers.
Executive decisions
Executive reporting and Programme Review Boards connected delivery information to governance.
Shared readiness
UAT, cutover and go-live coordinated with supplier accountability.
Explore the orchestration responsibilities
The scope included multi-supplier governance, RAID, dependency management, executive reporting, Programme Review Boards, UAT, cutover and go-live. This is the same broad managed-services environment described in the Recovery experience, viewed through delivery governance.
The governance perspective on an evidenced recovery.
Integrated delivery control
A connected view across business, technology and supplier work.
Readiness and transition
Coordination extended through UAT, cutover and operational transition.
Recovery and Multi-Supplier describe the same broad delivery environment. They must not be counted as separate unrelated engagements.
Read the recovery outcome from this environment →