Program Management

Business Problem: 

A global high technology client had poorly run projects with runaway scope due to mismanaged local user requests.  Projects were initiated and later re-scoped or cancelled, or the international impact of change was missed until a project was well underway.  Projects were late and disruptive to the production environment. 

Challenges:

1. No standard project management methods, templates or training
2. Local business analysts managed projects as a sidelight to their role in the development lifecycle
3. Large projects were overseen by director-level staff who had other functions to manage and no formal PM skills
4. The company’s global presence was growing and information technology group was being asked to implement systems or changes to standardize business processes worldwide.

Results:

1. "Virtual" PMO standardized methods and training for global Project Management role, and several senior Business Analysts were promoted.   Business Analyst team continued to support "lite" PM roles when needed in a standard manner.
2. Requirements process and change control process were broadened to incorporate reviews and sign-offs by key geographies 
3. Project Dashboard was instituted and projects were formally chartered, scoped and approved by global governance team.
4. First year, 30% of projects initiations were re-scoped or cancelled
5. Over two years, on time delivery improved by 25%

Improvement Process:

1. Assessed in flight projects and one year of post-project reviews/data
2. Interviewed of key clients and stakeholders
1. Created  one-year Project Management and PMO Implementation Plan, including formalized methodology, templates and training for Project Managers
3. Consultative coaching for PMs and Projects at key intervals, including Charter Requirements sign-off, and Implementation Plan review.
4. Assisted in hiring Project Director and two Project Managers  
5. Implemented Project Dashboard, continuous review and improvement process

Business Problem:

Medical device company used “one size fits all” PMO to manage all corporate projects.  IT and other non-regulated projects were heavily burdened by deliverables-based process that added high expense, unnecessary forms and details to the front end of projects.  Result:  many IT projects were skipping the process entirely and improperly managing scope, issues and change control. 

Challenges:

1. Company was legitimately concerned about appropriate oversight and lifecycle deliverables for government related project work.   Existing PMO process was so complex they were missing product delivery dates.
2. IT was skipping the standard PMO process due to meaningless steps and deliverables, high overhead.  The lack of an alternative light weight standard caused IT projects to have mismanaged scope and issues.

Results:

1. StrataFusion group was asked in to assess the IT PMO, which we found lacking standards and appropriate management. 
2. We were subsequently invited to join the corporate task force for standardizing the main PMO.  This task force created deliverables-based gating and review based on project scope and regulation requirements, and thereby cut the complexity of most projects.  
3. IT projects were usually able to follow a “PM lite” standard model that brought them up to standard with minimal overhead.
4. A significant improvement in on-time delivery at the corporate and IT level and subsequent reduce cost.

Improvement Process:

1. Assessed IT PM processes and found some deficiencies.
2. Joined corporate PMO task force and suggested improvements, streamlining existing processes, templates and key deliverables. 
3. Assisted in creating several levels of projects which received oversight from regulatory, auditing, IT architecture and governance only when required.
4. Eliminated extra deliverables and steps for IT infrastructure projects.

Business Problem:

Major insurance company has runaway project that is one year overdue and has been “about to convert” for 6 months. 

Challenges:

1. Company had significantly under-scoped and under-staffed the project.
2. Data integrity and conversion issues were poorly understood and not planned.
3. Other major projects were dependent upon aspects of this project.
4. There was no formal overall PM practice in the company, although some tools were in use.

Results:

1. Formal project risk assessment determined scoping, staffing, data conversion and testing inadequacies.    
2. Project was re-scoped and re-evaluated to ensure ROI.
3. Formal change control was institutionalized and used to control scope
4. Existing status, issue management and templates were continued with modifications
5. Overall Project roadmap was reworked to manage interdependencies and timelines.
6. Project was delivered according to revised schedule.

 Improvement Process:

• Assessed runaway project for proper planning and definition.
• Assisted in re-planning.
• Formalized change control.  Tuned issue and risk management processes, jeopardy management and escalation.
• Coached Project Managers for next roadmap projects re planning and sequencing.
• Milestone based coaching and risk assessment for duration of project.

Download our full overview of our Program Management Office program.