This transformation was not just about implementing new processes, but also enabling the IT team to operate most efficiently in a rapid paced business environment. Over nearly two years, Harmeston worked alongside the team to embed lasting change, ensuring they had the tools, frameworks, and confidence to continue evolving.
Taking a partnership approach meant we didn’t just deliver a one-time solution. We helped create a foundation for long-term success, empowering the IT department to drive continuous improvement and effectively support the broader business objectives.

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The client aimed to transition their IT department from a traditional support function to a more proactive, delivery-oriented team. They wanted to enhance efficiency, handle increasing business demands, and ensure smoother project delivery without compromising quality. This transformation required a structured approach, enabling the team to work smarter, not harder, and develop a more agile way of managing change.

As business demands grew, managing priorities and workload effectively became increasingly complex for the IT team. They faced challenges in balancing stability with innovation, ensuring that ongoing service delivery remained seamless while driving necessary change.

Harmeston worked closely with the IT department to introduce new ways of working to enable them to manage projects with greater control and efficiency.

The first step was improving visibility over workload and priorities. By implementing a management information layer, the team gained better oversight of work flowing through the department, allowing them to make informed decisions and focus on what mattered most.

Next, we introduced a more structured way of managing work by embedding a matrix management structure. Engineering teams adopted agile sprints, allowing them to pull tasks from a prioritised backlog. This shift enabled them to focus on the highest-impact work while maintaining flexibility to adapt to changing business needs.

Clear communication and collaboration were also central to our approach. By establishing Centres of Excellence in key areas such as business analysis, project management, and change management, we helped bridge the gap between engineering and project teams. This ensured alignment across the board and supported a more seamless approach to delivering change.

We achieved the transformation via agile methodologies and structured project management improvements. By introducing agile frameworks within engineering teams, we enabled them to manage workloads better and prioritise effectively, reducing stress and improving delivery outcomes.

In project management, we reinforced best practices establishing Centres of Excellence. This provided a strong foundation for project delivery, ensuring that key disciplines such as business analysis and change management were fully integrated into the process.