| Client recognized they needed oversight of their business change initiatives and a method for understanding progress and spend. They hired a full-time employee with a healthcare background and sent them to project management classes. Coaching was essential following this formal instruction to support this individual’s success. |
No one at the client site understood how things should work (people, processes and technology). They needed help supporting the build of the infrastructure (driven by client culture and organizational needs). |
Piedmont Behavioral Healthcare (which covers more than 5 NC counties) is tracking their business change investments, has transparency into their progress against project spend. Governance and engagement of senior leadership is providing oversight. The client’s resource became an effective administrator of project investments with our coaching/mentoring.
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| Local agency had lots of projects "happening," but no one knew where the changes were occurring, when they were occurring, who was impacted and what metrics for success were being used. |
Individuals responsible for executing change projects were not trained in any principles nor was there a lifecycle to follow. No one could effectively report status/progress not knowing where they were in the lifecycle. Same areas (people) were being impacted by multiple changes simultaneously – creating problems adopting the change and measuring results of the change. |
Our firm conducted pragmatic program/project management training for Charlotte-Mecklenburg Schools. We developed the Lifecycle Methodology, templates and tools and integrated them into the training class and materials. Several recommendations regarding governance and progress reporting have been implemented. |
