| The Technology Services area of a large manufacturer was missing deadlines and their portfolio of projects was not aligned with strategic business objectives. The lack of repeatable processes (standards) resulted in ineffective execution and delayed and flawed delivery of project investments. |
Senior leadership was not engaged in a disciplined governance process. The technology teams were working without a lifecycle methodology, tools and templates to augment their productivity and reporting. Cost/benefit analysis was not a component of evaluating project intake.
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Our firm built the infrastructure to support project portfolio management for Coca Cola Bottling Co. Consolidated. A Framework Lifecycle Methodology was deployed with coaching/mentoring support. Tollgates were instituted to enhance accountability and business partner engagement. Standard reports and templates were implemented to support increased productivity and standard terminology use.
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| A large ERP had failed in local government. Another agency was undertaking a similar ERP and could not fail. Agency engaged our independent advisory services from vendor selection, vendor management and through implementation. |
The priorities of the government agency and the vendor were not aligned. Major organizational and process changes (centralized to decentralized) were part of the scope of the effort. Client resources also had full-time roles in addition to the project. |
Deployment was flawless. Help Desk received one call on deployment date. Prior dress rehearsals within the organization prepared employees for the changes along with effective communications. Mecklenburg County Government was recognized for a successful implementation. |
