Our client, a large government department, engaged PIP as part of a whole of department organizational change. A key element of the change was transforming the Department’s approach to information management (IM). The assessment of in-flight projects for alignment to information management strategy, standards and business requirements was consuming significant resources without demonstrating sufficient progress. The client was struggling to hold the contractor to account for progress of the activity and was starting to experience follow on delays to other work streams. Agreement between the client and contractor on the process to be used during the assessment was not supported by an effective schedule or key performance indicators. This was magnified by a lack of purpose driven engagement by the contractors with relevant in-flight projects and other external stakeholders


  • Rapid increase in results leading to assessment completion
  • Achievable and realistic delivery dates developed with traceability to progress
  • Early identification of areas of concern enabling quick resolution
  • Resolution of resourcing consumption that were preventing progress on other activities
  • Clear articulation of meeting purpose and payoff driving desired outcomes
  • Improved communication within the IM program and with stakeholders
  • Work stream drumbeat established and maintained


Large information management transformation program

Implemented lead indicators to drive progress