THE OBJECTIVE

• The world’s top multinational telecommunications carrier with over 150 million subscribers

• Optimize project management methodology, improve collaboration, and better align its PMO organization

• Increase speed to market, reduce project costs, reduce project backlogs, and tighten integration with annual operating plan process

• Align projects with business objectives and business value

 

THE CHALLENGE

• Numerous PMO organizations with non-standardized project execution processes

• Duplicate  and non-defined roles

• Numerous project managers per project, with no end-to-end project ownership

• Fragmented and inconsistent cross-organizational communication

• PMO team members outnumbered business clients

• No benefits realization process  to measure success

• Lack of overall project governance

 

THE SOLUTION

• Assessed existing, and recommended new, organizational design, project management processes, and governance model and processes

• Designed and implemented a unified program management structure across the enterprise

• Designed and implemented a single, enterprise-wide operating model for project management environment

• Defined and documented clear roles and responsibilities

• Defined and integrated benefits realization program 

 

THE RESULTS

• Total Savings: $115M;  Total Cost Avoidance: $400M

• Improved project evaluation and project governance

• Increased intake management

• Improved alignment to company strategy

• Reduced project count and improved project prioritization