pmX case studies
Keeping the House in Order
A global provider of vocational qualifications and learning was operating a corporate Programme Management Office (PMO) to provide oversight and governance around critical strategic initiatives, including product development, technology solutions and organisational improvement. However, senior executives were concerned that the PMO was not adding value to project teams and did not provide the desired capability in terms of managing risk, controlling project costs and delivering desired benefits.
Giving the Team a Lift
One of the South of England’s most recognised family owned businesses, this manufacturing company had been forced to change its operating model to address a rapidly changing market place. Having traditionally manufactured its own product lines for many years, the management team decided to make the difficult decision to switch to buying-in a number of products from OEMs. However, executing this change presented the management team with a number of challenges, not least of which was the changing of well established processes without impacting some of its key customers.
Starting from Scratch
A new Academic Health Science Network, AHSN, created under recent UK government NHS heath reforms, needed to prepare a prospectus and business case for submission to the Department of Health in support of its application for a five year operating licence. While the primary objectives of the AHSN organisation is to diffuse research and innovation throughout the healthcare sector, a significant part of the prospectus and business case was to focus on the ability of the AHSN to demonstrate that it was prepared to implement an appropriate system of governance and develop the capabilities required to establish a network and partner management office and deliver change throughout the research and innovation community.
Coming to the Rescue
A leading UK charity initiated a project to deliver a replacement Case Management System (CMS). The new system would be delivered using a configuration of Microsoft Dynamics CRM 2011, with extensions to manage data integration with referring partners. A traditional consulting firm was selected as the preferred supplier who would be responsible for the success of the overall programme design, configuration and implementation, supported by a specialist sub-contractor.
Building for the Future
A global building materials manufacturer decided to implement a new complex ERP system with the roll-out starting in the US followed by subsequent phases in Europe and finally Asia. With the new system selected, key representative business users from all three regions were assigned to the initial configuration meetings, prior to the commencement of the US roll-out. At this meeting it became apparent that there were going to be numerous conflicting requirements.
Planning for Success
A FTSE 100 global packaging business was seeking to transform the performance of its Financial Planning and Analysis (FP&A) capability. The corporate team had identified the key objectives for the transformation and had clearly identified the current state. However the finance team felt it needed external advice to assist with the development of a visionary end state that would support its objectives and a roadmap to design and implement the required changes to achieve those objectives.