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The case: The customer is Telecommunication Company that started a Transformation Program (about 18 billions of Euro) and SAP ERP Implementation. The Managing Director, IT Director, Program Manager and Business Managers requested a qualified support for the internal PMO (composed by the customer's employees) for the activities of Governance, Financing, Procurement Management, Program and Projects Management in order to guarantee the delivery of the desired outcomes on time and on budget. |
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The project: We involved two Senior Program Manager who supported the Program Manager for the PMO Start up, the management of the PMO, the monitoring of projects in charge of Suppliers. We defined the PMO and Program Organization supporting the Customer Program Manager, applying the Program Management and the Project Management methodology in accordance with the PMI standards, and selected and implemented the supporting collaborative tools for PM and Communication. We supported the PMO for two years in the two main phases of the program. In these two years we formed the company's internal resources in order to manage the PMO autonomously, and the customer was able to run the PMO all alone on the third phase of the program. |
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The case: The Cruise Business is experiencing a deeply transformation, business and competition grow and that requires new strategies, activation of new initiatives and capabilities to manage and optimize the right portfolio in order to achieve business value. For these reasons our customer, leader in this sector, wanted to start a PMO. We were requested to prepare a Business Case for the start-up and development of their PMO. |
| The project: We involved one Senior Program Manager and we worked side-by-side with the IT PMO Director applying our PMO Assessment methodology and our PM&BA – Dynamic Duo methodology and International Maturity Models as reference. The Business Analysis and Project management maturity level showed that Company needed an advanced PMO for Business Strategy alignment. For this reason we applied a Continue Improvement Approach organized in 3 Stage: Readiness (PMO Strategy), Implementation (Qwickwin projects), Sustainability (Assessment Improvement). We performed the AS-IS Analysis, TO-BE Design, the GAP Analysis and defined the PMO Model TO BE, identifying the main clusters (Organization, Functions, Roles, Responsibilities, Numbers PMO staff (FTE), Project Managers and Business Analysts). We developed the PMO Implementation Plan, Benefit & Cost Analysis, the Budget for the next 3 Years and we delivered the PMO Business Case presentation to the Steering Committee. We also defined the Portfolio Management Governance and the Project Management Kit Base – processes and tools for Project Managers and Business Analysts, and performed the training to the PMO staff. |
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The case: The customer is a company that won a contract for the construction of many high-speed trains in the next 10 years. The project involved three production factories, with offices in Italy, Germany and UK. The Project Manager has requested a qualified support for the activities of Initiating, Planning and Control the project, in accordance with internationally recognized project management standards. |
| The project: We have involved one Senior Project Manager who designed and implemented the project PMO to support the Project Manager during the project. The PMO defined the Project Management methodology in accordance with the PMI standards, and selected and implemented the supporting tools. In parallel, we formed also some company's internal resources to manage the PMO autonomously after the start-up. After nearly one year of mentoring and training these PMO resources, the customer was able to perform the PMO tasks all alone. |
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The case: The client is the Library of an important Italian university. The client asked us to organize a PMO to support the project initiatives, and to introduce some tools to support the projects. |
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The project: We supported the client with a Senior Project Manager who designed and implemented the PMO. We have defined the organizational roles on the projects, and set up a Project Management methodology mostly oriented to the Agile approaches. As tools we have introduced a document system and an agile planning tool, preferring the simplicity of use. We raised the Project Management skills of Project Leaders. We started with a pilot PMO that will now be extended to all projects. |
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The case: The customer is a large insurance company that has launched a program to improve efficiency in the area of claims management. The program includes several projects and activities, including the implementation of the new information system for the management of claims, the implementation of the CARD regulation, the reorganization of the agencies, the procurement of new hardware. 12 teams were involved in this program. It was necessary to organize a Program Management Office to support the Program Manager in the coordination of the various project groups. |
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The project: We focused in the start-up and management of a Program Management Office, by supporting directly the Program Manager. At the beginning we defined the processes and procedures for starting, planning, executing, monitoring and controlling and closing projects, as well as the processes and procedures for project coordination. Then we defined the communication and reporting system towards the Program Manager and the Steering Committee. Finally, we provided the tools, templates to be used in the project order to ensure consistency in the method of work and the information content. The program involved more than 50 people for a period of 14 months. |
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