A "Fit-to-Purpose" Project Management Office
The Challenge
How to resolve a disorganized approach in managing "Turnaround" projects in a manufacturing domain.
The Solution/Approach
- PMO maturity assessment.
- Establishing the type of PMO .
- Identification of the PM Toolkit.
- Training/Coaching the key stakeholders on the PM framework and methodology.
The Result
A PMO with 2 Project Managers managing a portfolio of 4 programs, comprising of 9 work streams with a total of 76 projects, monitored on a weekly cadence, using the "management by exception" rule, using a tool kit developed in Excel to capture project related data, shared with all stakeholders using Microsoft TEAMS.
Governance in a global transformation program
The Challenge
How to ensure efficiency and timeliness in the decision making process for managing a Business Model Transformation.
The Solution/Approach
- Establishment of a STEER-CO Organization Structure.
- Establishment of decision rights and accountabilities in the STEER-CO Organization structure.
- Establishment of "Rules of Engagement".
- Establishing the role of the PMO in governance process.
The Result
A tiered governance model consisting of:
- Executive STEER-CO
- Business unit STEER-CO
- Project level STEER-CO
empowered to make decisions on variability in
1). Scope 2). Time 3). Cost 4). Quality
within the following boundary conditions:
- @Project level - upto 10%
- @Business unit level : >10% to 25%
- @ Executive level : >25%
facilitated and managed by the PMO.
A typical New Product Development problem
The Challenge
- "It takes too long"
- "Did we select the right projects?"
- "Late project cancellation"
- "Not my problem to solve"
- "Hey, did we succeed?"
The Solution/Approach
- Leveraging the use of technology to create a scalable & collaborative New Product Development environment.
- A standard methodology for managing projects with localization flexibility.
- Standardization of reporting templates.
- A quantitative and qualitative methodology for project selection.
- A disciplined project/program retrospective .
The Result
- 25% reduction in product development cycle time.
- 35% increase in On-Time performance.
- 50% increase in number of successful product launches.
- Efficient utilization of CAPEX with focus on profitability.