| Situation |
Challenges |
Result |
CEO made a merger-related commitment to Wall Street for something that had never been done before. Wall Street was skeptical of this high-risk move, but commitments for the return on the acquisition depended on it.
|
Quickly organize the resources and understand the gaps of two merging organizations. Three major change initiatives were identified (with some dependencies) and hard dates for completion.
|
Completed a 13 month effort in three months to deploy Bank of America mortgage product to over 1000 banking centers and call center associates in acquired bank. |
| Major retailer was attempting to implement a CAD sales tool to support increased revenue via a new product. Revenue projections had been committed to the analysts. |
Major delays had been experienced due to vendor relationship and control of changes. We were engaged to manage these components and support a multi-generational development and deployment effort. |
Fostered a vendor partnership and implemented a successful change control process. Multiple phases of product and enhancements are operational in over 1500 Lowe's stores in the US and Canada.
|
| Over 75 projects were in flight to support a major merger. There was not a comprehensive vision of their status, impacts, risks and deployment dates. Senior leadership required this information to orchestrate communications and mitigate risks. |
Design and develop a functional PMO to support the 75 initiatives. Critical success factor was to engage the leaders of these changes and not add “overhead” to already aggressive schedules. |
Established transparency into all 75 change initiatives that had huge dollar investments and significant, measurable impact in a major Bank of America merger. Compliance reporting needs were met. Support was provided to all project managers to ensure team success. |
