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A mid-size manufacturing company, launched several projects to meet the strategic goals of the organization – venturing into new products, expansion to new markets and improving existing products. While the managers continued to manage the new changes and support operations, the loosely defined boundaries and lack of clear framework for managing the projects resulted in scope creep, team burnout, poor progress tracking and lost opportunities owing to delayed product development.
Gap analysis of existing processes supported the issues identified. Customized project management methodologies were developed for the organization based on the nature, size and scope of their projects. Managers were trained on clearly defining boundaries of projects, handling transition to operations and in-depth project management practices for managing high innovation project with flexible timelines and budgets vs developing best possible projects with schedule and cost constraints.
50% increase in alignment of project goals and resource allocation
50% increase in alignment of project goals and resource allocation
The organization found a 50% increase in alignment of project goals and resource allocation with strategic goals within the first 4 weeks.
80% projects moved to structured project management practice
Over the next 2 months, 80% projects had moved to structured project management practices, and by the 4 th month the firm found a 70% increase in the usage of project management software for planning and tracking.
75% of their strategic growth themed projects were delivered successfully
Within a period of 6 months, the company found that 75% of their strategic growth themed projects were delivered successfully as against the previous statistics of 34%.
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Workle Corporate Consulting Inc.
Greater Toronto Area, Ontario,
Canada