Deloitte’s roadmap to Resource Portfolio Management (RPM)<\/h1>\n<\/div><\/div><\/div><\/div>A Valkeen Project Case Study | Management Summary<\/span> | Initial situation | Approach and solution design | Measurable benefit | Business case<\/span><\/span><\/h2>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div>Management summary<\/h3>\n
The years 2018 and 2019 were exceptionally successful for Deloitte.<\/span> The company was able to maintain its industry leadership in absolute and relative terms, staying ahead of PWC<\/a> , EY<\/a> and KPMG<\/a>. However, there was another side to this growth: Despite an annual increase in employees of 21%, Deloitte was only to a limited extent able to cope with the disproportionate increase in new initiatives.<\/p>\nElmar Lotz, Deloitte\u2019s IT portfolio manager, outlines the challenges and problems that arose from bottlenecks and unplanned project delays and offers insights into how these were addressed through a complete process transformation in PPM and a tool-side realignment \u2013 a process that was accompanied by Valkeen via a complete implementation in 4 steps. In the first year after implementing our solution, Deloitte\u2019s IT department was able to record the following quantitative benefits: <\/p>\n<\/p>\n
\n- \u201cWe are investing 60% more capacity in projects compared to previous years.\u201d<\/li>\n
- \u201cWithin one year, we reduced the average project duration by 5 months.\u201d<\/li>\n
- \u201cWe are executing projects instead of merely managing requests. The share of projects in execution versus on the waiting list increased from 30% to 66%.\u201d<\/li>\n
- \u201cReal-time simulation of project changes to anticipate schedule impacts at an early stage.\u201d<\/li>\n
- \u201cCross-departmental and cross-site resource utilization (breaking down silos).\u201d<\/li>\n<\/ul>\n<\/div><\/div><\/div><\/div><\/div>
![\"\"](\"data:image\/svg+xml;base64,PHN2ZyB3aWR0aD0iMSIgaGVpZ2h0PSIxIiB4bWxucz0iaHR0cDovL3d3dy53My5vcmcvMjAwMC9zdmciPjwvc3ZnPg==\" "\\"Valkeen")
<\/div>Case Studies | Wissen<\/h3>
Mehr \u00fcber unsere Projekte und Kunden Best Practice<\/p><\/div><\/div><\/a><\/div><\/div><\/div><\/div>
<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div>Where we started<\/h3>\n
Challenges in resource management and PPM have increased steadily since 2015, and initiated the start of Deloitte\u2019s optimization process in 2017. In that year, the company\u2019s interactions could be described in a simplified form using the following 3 processes: <\/p>\n<\/div>
- <\/i><\/span>\n
Increased project quantity and complexity<\/p>\n
The number of new project inquiries doubled year on year, while the complexity of the demands also increased significantly. Pure implementation projects became much more complex programs that involved a high degree of specialization and <\/span>cross-functional<\/a> collaboration.<\/span><\/p>\n<\/div><\/li>- <\/i><\/span>\n
Scarce resources and growth<\/p>\n
An increasing number of<\/span> bottleneck resources and conflicts<\/a><\/span><\/font> led to unplanned project delays, costs and showstoppers at the portfolio level. It was difficult to do justice to the enormous increase in personnel in a targeted manner in terms of bottleneck management (capacity management). <\/span><\/p>\n<\/div><\/li>- <\/i><\/span>\n
No central process and insufficient tool landscape<\/p>\n
Deloitte\u2019s PPM process has become increasingly complex over time. On one hand, this has led to less and less penetration and adaptation by the stakeholders, an on the other the process lacked <\/span>resource management process integrated into the PPM process<\/a> ,including feasibility analysis. Meanwhile, <\/span>on the technological<\/a> side, Excel, Sharepoint lists, the introduction of the MS Project Server and the implementation of Meisterplan were initially unsuccessful in providing a central and robust resource database for simulations which also provided an UI with a high level of usability and user acceptance for resource<\/span> planning (project & line)<\/a> and time tracking.<\/span><\/p>\n<\/div><\/li><\/ul>The challenges mentioned above also had strong negative interdependencies, and the increasing volume of project inquiries and their growing complexity meant the recruitment of new employees. The increased complexity of the activities made it more difficult to identify bottlenecks in order to reduce them accordingly, and the process complexity and lack of user acceptance of the implemented tools compounded the problem. Projects were often managed by simply bypassing the necessary processes, which meant that resource deployment plans and capacities for portfolio management were not particularly resilient.<\/p>\n<\/div>
<\/div><\/div><\/div>- <\/i><\/span>\n
Bottlenecks <\/a><\/span><\/h4>\n<\/div><\/li>- <\/i><\/span>\n
Capacity Management<\/a><\/h4>\nResource planning with a capacity standard for cross-dimensional staffing<\/h6>\n<\/div><\/li>
- <\/i><\/span>\n
Portfolio Simulation & Forecasting<\/a><\/h4>\nValidate strategies, feasibility and prioritization<\/h6>\n<\/div><\/li>
- <\/i><\/span>\n
Process & Governance<\/a><\/h4>\nIntegration of portfolio, project and resources<\/h6>\n<\/div><\/li><\/ul><\/div><\/div><\/div><\/a><\/span><\/div>Valkeen Consulting | Infographs<\/p>\n<\/div>
<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div>Approach and solution design<\/h3>\n
It was clear that these challenges could no longer be met by the recruitment of additional staff, and that the company would have to optimize the use of its existing resources. Our goal at Deloitte’s: To use available resources, skills and capacities more efficiently and in accordance with the strategy. <\/p>\n
Our approach to resource management implementations includes procedural, methodical and technical (tool) components. And that\u2019s exactly the order in which we rolled out the roadmap for Deloitte: The process specified the solution design, the methodology and the tools used. <\/p>\n
Deloitte and Valkeen were able to establish a profound resource portfolio management (RPM) process over a time horizon of approximately 15 months \u2013 from the initial meeting, through the technical conception to the go-live and an initial, quantitative measurement of benefits. Our 4-step roadmap to Resource Portfolio Management (RPM) was made up of the following factors: <\/p>\n<\/div>
- <\/i><\/span>\n
Stakeholder Analysis<\/p>\n<\/div><\/li>
- <\/i><\/span>\n
Solution design (process, methodology & tool)<\/p>\n<\/div><\/li>
- <\/i><\/span>\n
Proof-of-Concept solution design with Tempus Resource<\/p>\n<\/div><\/li>
- <\/i><\/span>\n
Iterative implementation<\/p>\n<\/div><\/li><\/ul>
<\/div><\/div><\/div><\/div><\/div><\/div>\u201cThe solution to bottlenecks is usually not (only) in hiring additional staff, but in optimizing the use of resources.“<\/span><\/h4>\n(Marc Neckermann, CEO, Valkeen)<\/p>\n<\/div>
<\/div><\/div><\/div><\/div><\/div>Spotlight Skillmanagement<\/h3>
Alles was Sie heute wissen sollten | Ressourcenmanagement Blog<\/p><\/div><\/div><\/a><\/div><\/div><\/div><\/div>
<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/i><\/div>Step 1: Stakeholder analysis<\/h3>\n
Firstly, representative employees were identified in the areas of team and department heads, project managers, PMO and PPM. Using our fast-track interview process, the stakeholders were asked about PPM and resource management. This first step is one that we recommend to all companies before starting the conception phase, because the results of this analysis will be used as the starting point for change management in the project and at the same time as the anchor for continuous improvement and buy-in. Because we, as an external consulting firm, conducted the interviews anonymously, we were able to create a communication platform on which everyone was free to express themselves with us, and even the core team members heard many things for the first time.<\/p>\n<\/div>
<\/div><\/div><\/div><\/i><\/div>Step 2: Solution design (process, methodology and tool)<\/h3>\n
Based on the results of the stakeholder analysis and proven best practices, Valkeen developed a draft process that sets clear responsibilities, addresses the wishes of the stakeholders and, above all, is \u201clean\u201d and understood by everyone.<\/p>\n
The success factors<\/b> of our process were<\/p>\n
(A)<\/b> the 2-stage approval process:<\/span> initiatives were only planned in detail if they had previously been feasibility checked using simulation and scenario analysis. The prioritization is also based on best-practice factors. Only projects relating directly to the approved portfolio scenario are allowed to go forward into the second phase of planning, with the aim of significantly reducing the overheads of the detailed planning of initiatives that are either not useful, not important, not urgent, or simply not feasible. <\/p>\n(B)<\/b> a resource request and approval process that was fully integrated into the PPM process to plan along with team leaders based on a single-source-of-truth.<\/p>\n
(C)<\/b> the integration of Fast-Tracking for high-priority initiatives that would create quick customer benefits, so that there would be no need to steer them past the existing process.<\/p>\n<\/div>
A Valkeen Project Case Study | Management Summary<\/span> | Initial situation | Approach and solution design | Measurable benefit | Business case<\/span><\/span><\/h2>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div>Management summary<\/h3>\n
The years 2018 and 2019 were exceptionally successful for Deloitte.<\/span> The company was able to maintain its industry leadership in absolute and relative terms, staying ahead of PWC<\/a> , EY<\/a> and KPMG<\/a>. However, there was another side to this growth: Despite an annual increase in employees of 21%, Deloitte was only to a limited extent able to cope with the disproportionate increase in new initiatives.<\/p>\nElmar Lotz, Deloitte\u2019s IT portfolio manager, outlines the challenges and problems that arose from bottlenecks and unplanned project delays and offers insights into how these were addressed through a complete process transformation in PPM and a tool-side realignment \u2013 a process that was accompanied by Valkeen via a complete implementation in 4 steps. In the first year after implementing our solution, Deloitte\u2019s IT department was able to record the following quantitative benefits: <\/p>\n<\/p>\n
\n- \u201cWe are investing 60% more capacity in projects compared to previous years.\u201d<\/li>\n
- \u201cWithin one year, we reduced the average project duration by 5 months.\u201d<\/li>\n
- \u201cWe are executing projects instead of merely managing requests. The share of projects in execution versus on the waiting list increased from 30% to 66%.\u201d<\/li>\n
- \u201cReal-time simulation of project changes to anticipate schedule impacts at an early stage.\u201d<\/li>\n
- \u201cCross-departmental and cross-site resource utilization (breaking down silos).\u201d<\/li>\n<\/ul>\n<\/div><\/div><\/div><\/div><\/div><\/div>
Case Studies | Wissen<\/h3>
Mehr \u00fcber unsere Projekte und Kunden Best Practice<\/p><\/div><\/div><\/a><\/div><\/div><\/div><\/div>
<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div>Where we started<\/h3>\n
Challenges in resource management and PPM have increased steadily since 2015, and initiated the start of Deloitte\u2019s optimization process in 2017. In that year, the company\u2019s interactions could be described in a simplified form using the following 3 processes: <\/p>\n<\/div>
- <\/i><\/span>\n
Increased project quantity and complexity<\/p>\n
The number of new project inquiries doubled year on year, while the complexity of the demands also increased significantly. Pure implementation projects became much more complex programs that involved a high degree of specialization and <\/span>cross-functional<\/a> collaboration.<\/span><\/p>\n<\/div><\/li>- <\/i><\/span>\n
Scarce resources and growth<\/p>\n
An increasing number of<\/span> bottleneck resources and conflicts<\/a><\/span><\/font> led to unplanned project delays, costs and showstoppers at the portfolio level. It was difficult to do justice to the enormous increase in personnel in a targeted manner in terms of bottleneck management (capacity management). <\/span><\/p>\n<\/div><\/li>- <\/i><\/span>\n
No central process and insufficient tool landscape<\/p>\n
Deloitte\u2019s PPM process has become increasingly complex over time. On one hand, this has led to less and less penetration and adaptation by the stakeholders, an on the other the process lacked <\/span>resource management process integrated into the PPM process<\/a> ,including feasibility analysis. Meanwhile, <\/span>on the technological<\/a> side, Excel, Sharepoint lists, the introduction of the MS Project Server and the implementation of Meisterplan were initially unsuccessful in providing a central and robust resource database for simulations which also provided an UI with a high level of usability and user acceptance for resource<\/span> planning (project & line)<\/a> and time tracking.<\/span><\/p>\n<\/div><\/li><\/ul>The challenges mentioned above also had strong negative interdependencies, and the increasing volume of project inquiries and their growing complexity meant the recruitment of new employees. The increased complexity of the activities made it more difficult to identify bottlenecks in order to reduce them accordingly, and the process complexity and lack of user acceptance of the implemented tools compounded the problem. Projects were often managed by simply bypassing the necessary processes, which meant that resource deployment plans and capacities for portfolio management were not particularly resilient.<\/p>\n<\/div>
<\/div><\/div><\/div>- <\/i><\/span>\n
Bottlenecks <\/a><\/span><\/h4>\n<\/div><\/li>- <\/i><\/span>\n
Capacity Management<\/a><\/h4>\nResource planning with a capacity standard for cross-dimensional staffing<\/h6>\n<\/div><\/li>
- <\/i><\/span>\n
Portfolio Simulation & Forecasting<\/a><\/h4>\nValidate strategies, feasibility and prioritization<\/h6>\n<\/div><\/li>
- <\/i><\/span>\n
Process & Governance<\/a><\/h4>\nIntegration of portfolio, project and resources<\/h6>\n<\/div><\/li><\/ul><\/div><\/div><\/div><\/a><\/span><\/div>Valkeen Consulting | Infographs<\/p>\n<\/div>
<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div>Approach and solution design<\/h3>\n
It was clear that these challenges could no longer be met by the recruitment of additional staff, and that the company would have to optimize the use of its existing resources. Our goal at Deloitte’s: To use available resources, skills and capacities more efficiently and in accordance with the strategy. <\/p>\n
Our approach to resource management implementations includes procedural, methodical and technical (tool) components. And that\u2019s exactly the order in which we rolled out the roadmap for Deloitte: The process specified the solution design, the methodology and the tools used. <\/p>\n
Deloitte and Valkeen were able to establish a profound resource portfolio management (RPM) process over a time horizon of approximately 15 months \u2013 from the initial meeting, through the technical conception to the go-live and an initial, quantitative measurement of benefits. Our 4-step roadmap to Resource Portfolio Management (RPM) was made up of the following factors: <\/p>\n<\/div>
- <\/i><\/span>\n
Stakeholder Analysis<\/p>\n<\/div><\/li>
- <\/i><\/span>\n
Solution design (process, methodology & tool)<\/p>\n<\/div><\/li>
- <\/i><\/span>\n
Proof-of-Concept solution design with Tempus Resource<\/p>\n<\/div><\/li>
- <\/i><\/span>\n
Iterative implementation<\/p>\n<\/div><\/li><\/ul>
<\/div><\/div><\/div><\/div><\/div><\/div>\u201cThe solution to bottlenecks is usually not (only) in hiring additional staff, but in optimizing the use of resources.“<\/span><\/h4>\n(Marc Neckermann, CEO, Valkeen)<\/p>\n<\/div>
<\/div><\/div><\/div><\/div><\/div>Spotlight Skillmanagement<\/h3>
Alles was Sie heute wissen sollten | Ressourcenmanagement Blog<\/p><\/div><\/div><\/a><\/div><\/div><\/div><\/div>
<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/i><\/div>Step 1: Stakeholder analysis<\/h3>\n
Firstly, representative employees were identified in the areas of team and department heads, project managers, PMO and PPM. Using our fast-track interview process, the stakeholders were asked about PPM and resource management. This first step is one that we recommend to all companies before starting the conception phase, because the results of this analysis will be used as the starting point for change management in the project and at the same time as the anchor for continuous improvement and buy-in. Because we, as an external consulting firm, conducted the interviews anonymously, we were able to create a communication platform on which everyone was free to express themselves with us, and even the core team members heard many things for the first time.<\/p>\n<\/div>
<\/div><\/div><\/div><\/i><\/div>Step 2: Solution design (process, methodology and tool)<\/h3>\n
Based on the results of the stakeholder analysis and proven best practices, Valkeen developed a draft process that sets clear responsibilities, addresses the wishes of the stakeholders and, above all, is \u201clean\u201d and understood by everyone.<\/p>\n
The success factors<\/b> of our process were<\/p>\n
(A)<\/b> the 2-stage approval process:<\/span> initiatives were only planned in detail if they had previously been feasibility checked using simulation and scenario analysis. The prioritization is also based on best-practice factors. Only projects relating directly to the approved portfolio scenario are allowed to go forward into the second phase of planning, with the aim of significantly reducing the overheads of the detailed planning of initiatives that are either not useful, not important, not urgent, or simply not feasible. <\/p>\n(B)<\/b> a resource request and approval process that was fully integrated into the PPM process to plan along with team leaders based on a single-source-of-truth.<\/p>\n
(C)<\/b> the integration of Fast-Tracking for high-priority initiatives that would create quick customer benefits, so that there would be no need to steer them past the existing process.<\/p>\n<\/div>
Management summary<\/h3>\n
The years 2018 and 2019 were exceptionally successful for Deloitte.<\/span> The company was able to maintain its industry leadership in absolute and relative terms, staying ahead of PWC<\/a> , EY<\/a> and KPMG<\/a>. However, there was another side to this growth: Despite an annual increase in employees of 21%, Deloitte was only to a limited extent able to cope with the disproportionate increase in new initiatives.<\/p>\n Elmar Lotz, Deloitte\u2019s IT portfolio manager, outlines the challenges and problems that arose from bottlenecks and unplanned project delays and offers insights into how these were addressed through a complete process transformation in PPM and a tool-side realignment \u2013 a process that was accompanied by Valkeen via a complete implementation in 4 steps. In the first year after implementing our solution, Deloitte\u2019s IT department was able to record the following quantitative benefits: <\/p>\n<\/p>\n Mehr \u00fcber unsere Projekte und Kunden Best Practice<\/p><\/div><\/div><\/a><\/div><\/div><\/div><\/div> Challenges in resource management and PPM have increased steadily since 2015, and initiated the start of Deloitte\u2019s optimization process in 2017. In that year, the company\u2019s interactions could be described in a simplified form using the following 3 processes: <\/p>\n<\/div> Increased project quantity and complexity<\/p>\n The number of new project inquiries doubled year on year, while the complexity of the demands also increased significantly. Pure implementation projects became much more complex programs that involved a high degree of specialization and <\/span>cross-functional<\/a> collaboration.<\/span><\/p>\n<\/div><\/li> Scarce resources and growth<\/p>\n An increasing number of<\/span> bottleneck resources and conflicts<\/a><\/span><\/font> led to unplanned project delays, costs and showstoppers at the portfolio level. It was difficult to do justice to the enormous increase in personnel in a targeted manner in terms of bottleneck management (capacity management). <\/span><\/p>\n<\/div><\/li> No central process and insufficient tool landscape<\/p>\n Deloitte\u2019s PPM process has become increasingly complex over time. On one hand, this has led to less and less penetration and adaptation by the stakeholders, an on the other the process lacked <\/span>resource management process integrated into the PPM process<\/a> ,including feasibility analysis. Meanwhile, <\/span>on the technological<\/a> side, Excel, Sharepoint lists, the introduction of the MS Project Server and the implementation of Meisterplan were initially unsuccessful in providing a central and robust resource database for simulations which also provided an UI with a high level of usability and user acceptance for resource<\/span> planning (project & line)<\/a> and time tracking.<\/span><\/p>\n<\/div><\/li><\/ul> The challenges mentioned above also had strong negative interdependencies, and the increasing volume of project inquiries and their growing complexity meant the recruitment of new employees. The increased complexity of the activities made it more difficult to identify bottlenecks in order to reduce them accordingly, and the process complexity and lack of user acceptance of the implemented tools compounded the problem. Projects were often managed by simply bypassing the necessary processes, which meant that resource deployment plans and capacities for portfolio management were not particularly resilient.<\/p>\n<\/div> Valkeen Consulting | Infographs<\/p>\n<\/div> It was clear that these challenges could no longer be met by the recruitment of additional staff, and that the company would have to optimize the use of its existing resources. Our goal at Deloitte’s: To use available resources, skills and capacities more efficiently and in accordance with the strategy. <\/p>\n Our approach to resource management implementations includes procedural, methodical and technical (tool) components. And that\u2019s exactly the order in which we rolled out the roadmap for Deloitte: The process specified the solution design, the methodology and the tools used. <\/p>\n Deloitte and Valkeen were able to establish a profound resource portfolio management (RPM) process over a time horizon of approximately 15 months \u2013 from the initial meeting, through the technical conception to the go-live and an initial, quantitative measurement of benefits. Our 4-step roadmap to Resource Portfolio Management (RPM) was made up of the following factors: <\/p>\n<\/div> Stakeholder Analysis<\/p>\n<\/div><\/li> Solution design (process, methodology & tool)<\/p>\n<\/div><\/li> Proof-of-Concept solution design with Tempus Resource<\/p>\n<\/div><\/li> Iterative implementation<\/p>\n<\/div><\/li><\/ul> (Marc Neckermann, CEO, Valkeen)<\/p>\n<\/div> Alles was Sie heute wissen sollten | Ressourcenmanagement Blog<\/p><\/div><\/div><\/a><\/div><\/div><\/div><\/div> Firstly, representative employees were identified in the areas of team and department heads, project managers, PMO and PPM. Using our fast-track interview process, the stakeholders were asked about PPM and resource management. This first step is one that we recommend to all companies before starting the conception phase, because the results of this analysis will be used as the starting point for change management in the project and at the same time as the anchor for continuous improvement and buy-in. Because we, as an external consulting firm, conducted the interviews anonymously, we were able to create a communication platform on which everyone was free to express themselves with us, and even the core team members heard many things for the first time.<\/p>\n<\/div> Based on the results of the stakeholder analysis and proven best practices, Valkeen developed a draft process that sets clear responsibilities, addresses the wishes of the stakeholders and, above all, is \u201clean\u201d and understood by everyone.<\/p>\n The success factors<\/b> of our process were<\/p>\n (A)<\/b> the 2-stage approval process:<\/span> initiatives were only planned in detail if they had previously been feasibility checked using simulation and scenario analysis. The prioritization is also based on best-practice factors. Only projects relating directly to the approved portfolio scenario are allowed to go forward into the second phase of planning, with the aim of significantly reducing the overheads of the detailed planning of initiatives that are either not useful, not important, not urgent, or simply not feasible. <\/p>\n (B)<\/b> a resource request and approval process that was fully integrated into the PPM process to plan along with team leaders based on a single-source-of-truth.<\/p>\n (C)<\/b> the integration of Fast-Tracking for high-priority initiatives that would create quick customer benefits, so that there would be no need to steer them past the existing process.<\/p>\n<\/div>\n
![\"\"](\"https:\/\/www.valkeen.com\/wp-content\/uploads\/2022\/04\/Valkeen-Ressourcenmanagement-Beratung-Wissen-scaled.jpg\" "\\"Valkeen")
<\/div>Case Studies | Wissen<\/h3>
Where we started<\/h3>\n
Bottlenecks <\/a><\/span><\/h4>\n<\/div><\/li>
Capacity Management<\/a><\/h4>\n
Resource planning with a capacity standard for cross-dimensional staffing<\/h6>\n<\/div><\/li>
Portfolio Simulation & Forecasting<\/a><\/h4>\n
Validate strategies, feasibility and prioritization<\/h6>\n<\/div><\/li>
Process & Governance<\/a><\/h4>\n
Integration of portfolio, project and resources<\/h6>\n<\/div><\/li><\/ul>
![](\"https:\/\/www.valkeen.com\/wp-content\/uploads\/2022\/05\/Deloitte-Challenges.png\")
<\/a><\/span><\/div>Approach and solution design<\/h3>\n
\u201cThe solution to bottlenecks is usually not (only) in hiring additional staff, but in optimizing the use of resources.“<\/span><\/h4>\n
![\"\"](\"https:\/\/www.valkeen.com\/wp-content\/uploads\/2022\/04\/Valkeen-PPM-Ressourcenmanagement-Beratung-17-scaled.jpg\" "\\"Valkeen")
<\/div>Spotlight Skillmanagement<\/h3>
Step 1: Stakeholder analysis<\/h3>\n
Step 2: Solution design (process, methodology and tool)<\/h3>\n
![](\"https:\/\/www.valkeen.com\/wp-content\/uploads\/2022\/05\/Case-Study-Deloitte.png\")
<\/a><\/span><\/div>