Building a new enterprise technology delivery model
A major outsourcing commitment was taken from solution design and commercial agreement through transition, organization build, governance, transformation, and live operations—while maintaining service across a complex application environment.
A signed commitment had to become a working delivery organization.
Cenovus was pursuing an ambitious growth strategy and needed an application-services model capable of supporting a large, complex and evolving enterprise environment.
Hewlett-Packard developed a roughly $100 million outsourcing arrangement covering transformation and ongoing IT operations. Once the agreement was signed, the challenge shifted from designing and selling the solution to standing up the organization, governance and operating mechanisms required to deliver it.
The service had to be transitioned, stabilized and transformed at the same time.
- A broad environment of more than 1,500 applications had to remain operational throughout the transition.
- A new organization of approximately 140 onshore and offshore staff needed to be assembled and led.
- Delivery, intake, service-management and escalation processes had to be established for the new model.
- A PMO and governance structure were required to connect executives, working teams and operational delivery.
- Commercial commitments, service levels and business continuity had to be managed from the outset.
- A multi-year technology transformation roadmap needed to align with Cenovus’s growth strategy and national expansion.
From solution architecture and deal formation to executive delivery.
During the pursuit phase from September 2010 to July 2011, Paul served as a Solution Architect and was one of four key team members who developed, negotiated and sold the outsourcing arrangement. His work included client-needs analysis, due diligence, executive presentations, contract negotiations, the Master Services Agreement and supporting schedules, and Statements of Work.
After signing, Paul became Client/Delivery Executive from July 2011 to December 2012, reporting to the Vice President of HP Canada’s Consulting practice. He was responsible for the roughly $100 million transformation and ongoing IT operations, including approximately $20 million in annual P&L responsibility.
He built and led the delivery organization, created the PMO and governance model, developed the transformation roadmap, and established the processes and operating mechanisms needed to run and improve the service.
Carry the strategy through commercial design, transition and operations.
Shape the solution and agreement
Translate client needs and growth priorities into a viable delivery solution, commercial structure, MSA, schedules and Statements of Work.
Transition while maintaining service
Move responsibility into the new model, stabilize delivery and protect business continuity across more than 1,500 applications.
Build the operating organization
Assemble and lead the onshore and offshore team, establish the PMO, and introduce governance, intake and delivery mechanisms.
Align transformation to growth
Develop and begin executing a multi-year technology roadmap aligned with Cenovus’s growth strategy and national expansion.
A functioning delivery model with improving capacity and reliable service.
50%+ more application changes
Application changes processed increased by more than 50 percent as the new delivery model matured.
Service commitments achieved
All SLAs and SLOs were achieved even before the broader transformation was complete.
Delivery organization established
Approximately 140 onshore and offshore staff supported projects and maintenance across more than 1,500 applications.
Transformation path established
A multi-year roadmap connected technology change, operating capability and delivery priorities to Cenovus’s growth strategy.
This work was completed while Paul was employed by Hewlett-Packard and should not be interpreted as a Paragon client engagement.
Turning a major commitment into a working delivery model?
Paragon can help connect strategy, commercial commitments, organization design, governance, transition and execution.
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