This company was faced with a problem relating to Project Delivery: this had evolved into an ad-hoc process determined by each of the several project managers, resulting in delivery quality, business continuity and project scalability issues. The problems came to a head when the company secured a contract to deliver an information system which was over 10 times the size of their existing systems and was massively more complex, both technically and in delivery terms.

Following a review of both the project and the new products required to deliver the project, the company accepted that fundamental change was required to their project delivery strategy. In order to bring about this change, the company agreed to recruit a new project team  and implement the proposed Project Management Strategy, including overview management of the development process.

A new Project Management process was developed, critically bringing in a framework closely aligned to Prince 2 and addressing the previously undocumented Project Delivery aspects. Although this was initially perceived as high risk, the risk management process introduced demonstrated that it was both acceptable and far less risk than the existing approach. Subsequently the project was delivered to very tight deadlines and the processes and project team structure were rolled out successfully to the existing project teams.