Challenge: The PMO needed to improve their Project success rate
Situation: In a large software company, many projects were failing, not meeting budget or deadline or being stopped before completion. The company had change saturation – too much change. Morale and productivity were low. People were resistant to changes and not willing to use some of the new technologies being implemented.
Actions: The company needed a formal PMO and Organizational Change Management Practice. We developed the processes, tools, training and Centers of Excellence (CoE) for both Project Management and Change Management. We worked to lead the organization through the significant culture change required when bringing Organizational Change Management to the company. We provided PMO and OCM training and met with Senior leaders to develop good sponsorship. To support the PMO, we implemented MS Project Server and we built a standard system integration plan template including OCM tasks.
Results: Within a short time, the people understood the value of Organizational Change Management. The changes resulted in improved project success rate and increased productivity.
Challenge: Entered into a project where the stakeholders could not agree on the requirements
Situation: I was contracted to a major software company to provide an IT/ Business solution to a branch of the military. The IT stakeholder and business stakeholder had differing views on what was needed. Neither of these view matched the SOW. As soon as I arrived on site the IT leader called a meeting to tell the software company that he did not agree with the SOW.
Actions: I talked individually with the IT Lead and the business client to understand their requirements. I determined a way to provide all that both wanted and include deliverables from the SOW.
Results: The IT client sent a message to the software company stating that he had not been satisfied with work from previous consultants but he was happy with results from my implementation. The business client also provided a recommendation that she was very happy with the results of the project.
Challenge: An Auto Supply Manufacturer was not meeting quality and quantity Requirements from the Big Three Automobile Manufacturers
Situation: I was asked to come into the company and solve this problem. The company was meeting daily with representatives from the big three to discuss the issues. Nothing was being resolved. The plant leader felt the time spent in meetings with his leaders were adding to the issues with the plant not meeting its numbers. I outlined the process to resolve the issues: gather a team of engineers to complete 8D Analysis (root cause analysis used in the Auto industry). I informed the customers that I would report to them daily on progress and would be the main contact for them, eliminating the daily meetings. Within a short time the analysis was complete and corrective action was implemented.
Results: The clients were happy with the results and our company was able to meet quantity and quality again. I built the company into a proactive culture, better able to resolve issues more quickly to maintain productivity.
Challenge: Bring Project Management to an Organization that has never had Project Management
Situation: I was brought into a small division of a large company to develop Project Management. The organization built custom equipment for its manufacturing plants. They were unable to meet deadlines and budgets. The Engineers were resistant to Project Management as they did not see the need for this change. I developed their trust and understanding of the purpose and value of Project Management. I met with the teams to develop the project plans, requiring the engineers to provide the tasks and timing. I made it clear to the Engineers that I was there to support them, not stand in their way.
Results: The division began to meet deadlines and budgets and the Project Management was a great success.
Challenge: An Organization is not meeting its Strategic Goals
Situation: A Healthcare industry organization had excellent strategic planning but was not meeting their strategic goals as planned. The root cause problem was failure to complete strategic projects. They needed improvements across the Project Life-cycle. Currently all personnel could request projects and the project would be placed in the queue for resourcing. Resources were moved around to try and accommodate the very heavy workload, which could result in project failure of the more valuable projects. Small and large projects followed the same process.
Actions: Working with the leaders of the organization, we developed an optimized Project Portfolio Management process based on their business needs and requirements. I facilitated design of a strategic scoring method for project prioritization to ensure that the decision makers could easily see which investments would provide the greatest contribution to their strategic goals and maximize ROI. The prioritization, along with improved and automated resource management ensured that the most valuable projects were sourced properly and were scheduled according to their strategic value. We implemented project management methodology to allow the process used to fit the size and complexity of each project so that simple and small projects could be completed in a more timely manner while complex, large projects received the detail required to ensure success. We automated and streamlined processes across the Project Lifecycle and implemented new software.
Results: The business saw great value in the new processes and systems. They could clearly see improvement in project success and the most valuable projects were properly resourced and prioritized. The processes brought improved governance so that they were planning and achieving according to their strategic goals.
Challenge: Improving processes for a large recently merged company
Situation: Two large Energy companies had recently merged. They saw the need to implement Project and Portfolio Management across the entire organization to optimize their investments. They started with their Nuclear Power plants. Because each plant had been running as independent businesses, the managers were resistant to this change.
Actions: We set up a system that allowed the plants to see key project and investment information in one database. We established a streamlined process for budget approval and set up their Project Prioritization model. To manage resistance from the plant managers, we developed a Change Management plan to deal with their manager’s concerns and help them see the value of the new system. The plants could use synergy to improve operations through economies of scale, shared information, improved planning and sound investment decisions. This message resonated with the plant managers, leading them to buy-in and support the changes.
Results: The project was a great success. It allowed improved coordination of the plants as they could each learn a great deal from the experiences of the other plants. We calculated ROI at 3 million in the first year. Our customer was able to establish this as a best practice in their industry.
Challenge: Turn Around of a Failing Division
Situation: Soon after I started working in a division of a large company, I found that the division was under threat of shutting down as it was not profitable. We had the opportunity for a contract with an external customer to provide $10 million worth of equipment over several years. The major issues with this project were: late start, lack of sufficient resources and lack of sufficient expertise regarding some areas of the build.
Action: I pulled together our best resources and motivated them to turn things around to keep the division from closing. I built a good relationship with the customer by involving him as part of the team. I included the vendors as part of the team and negotiated quick turn around on orders as they were promised future business for this equipment.
Results: The project was a great success and did save the division with the increased future sales projection.
Challenge: Start up a New Consulting Practice and bring in business quickly
Situation: To grow their revenue, a large consulting firm wanted to offer new services. They needed someone to establish this consulting practice and bring in new business.
Actions: The firm brought me in to develop and lead the practice. I hired and trained staff, developed our consulting methodology, negotiated consulting contracts, worked with Business Development to bring in business and establish our presence in the market.
Results: I rapidly brought in business and expanded the practice – brought in a $1,000,000+ contract with Multi year extension option on the second day. This expanded after major success in the first year.
Challenge: Dissatisfied Customer, ready to stop a very large, costly program
Situation: A partner company was implementing a major project for nonprofit. The customer was not happy about the project and considering shutting it down.
Action: I came into the engagement and built a good rapport with the client. I determined the key issue that was seen as a showstopper by the customer and worked with the vendor to resolve the issues.
Result: The client had been considering stopping the project but we were allowed to complete the project once I resolved the client issues. Because we were called in to help out a partner, this brought in unplanned revenue and improved our relationship with the partner.