End 2 End delivery of a new, API enabled, Payments technology Platform

EA facilitated a rapid readiness to mobilise assessment, using cross discipline workshops to capture inputs for decision making.

This initial ‘health check’ delivered early visibility of the potential risks that could impact launch. EA sought acceptance of the necessary mitigation plans and these were signed-off by sponsors and built into the baseline plan v1.0.

EA established a light touch, but robust governance structure – the design of which was focussed on expediting and controlling decision making, and ensuring Risks were under active management control. The Steer-Co, comprising of ExCo members and senior level SMEs was pivotal in managing status against the approved plan, whilst providing a framework that ensured early intervention occurred where support was required. The Steer-Co and masterplan were underpinned with SME and tech focussed working groups, there to ensure client and third-party suppliers worked to a common agenda.

In order to provide certainty and transparency of the outcome driven milestones, a Programme Execution Office (PEO) was launched alongside an internal project management function. Headed by the EA Transformation Lead, and supported by a delivery backbone covering SAFE and Agile delivery and milestone management, governance and control reporting (multi-time-zone), people and resourcing (120+), testing and assurance, outcome and value-based prioritisation.

As an extension to the PEO, and at the heart of the decision making, a Design Authority was established. This empowered cross functional leadership groups, overseen by EA through a chief architect, this played an essential role in addressing early, fundamental designs and compliance, including rapid analysis of technical challenges as the complex ecosystem of components was put together; cloud microservices, database infrastructure, real-time and batch processing, API definition and deployment, digital card management and user program management.

Key to meeting programme milestones was deploying a fit for purpose testing strategy and plan. This process oversaw the successful implementation of a new performance and integration testing capability. EA provided the Test Lead, who worked alongside internal test functions to deliver a suitable strategy and sustainable plan.

In parallel to the technical build activity a CIO based functional readiness review was undertaken to determine the change in skills and experience to run and change the incoming platform. A clear training, skillset and process action plan was defined, alongside operational leadership, with regular monitoring established to track cross functional evolution to meet platform/market launch timelines.

In summation, EA complimented the clients teams through the provision of senior, experienced central capabilities. Our team acted as the spine for the programme, ultimately there to ensure delivery execution occurred and that necessary course corrective action took place as early as possible during critical phases of delivery.

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