$100 Billion Fortune 100 Global Aerospace and Defense Company: ePMO 1.0
Our Advisory practice SMEs led the global capability assessment of a decentralized and siloed multi-PMO environment, using multiple PPM tools and limited standard processes across multiple business units, portfolio bundles and technology platforms.
We developed a transformational roadmap approach to consolidate multiple PMOs into a single enterprise-level ePMO capability and structure by using one PPM tool and process globally.
We evaluated each PMO’s capability maturity level and operational processes against industry best practices and the future Business strategy.
We restructured, reengineered, and re-tooled 27 distinct PMO functions into a global ePMO capability.
Implementation of our recommendations provided an 18% savings on a $3.3B project portfolio.
This resulted in improved decision making, gate management, transparency and progress visibility of the global investment portfolio.
$700 million Regional Water and Waste Water Utility: IT Strategy & Roadmap
Our Advisory practice SMEs audited an existing 5-year IT Strategy at the end of its 4th year of performance.
This audit resulted in the development and delivery of a new 3-year IT Strategy & Roadmap.
We completed a capability maturity assessment and developed and prioritized all improvement recommendations for the new IT Strategy & Roadmap.
We incorporated progress made to date from the previous IT Strategy, with future state investment modifications to take advantage of improved technology and pricing.
We analyzed the existing software licensing contracts, project portfolios and timelines to identify potential opportunities to reduce licensing spend.
Our recommendations resulted in rationalizing multiple software platforms by aligning each to defined enterprise business processes.
$7 Billion Professional Services Company: Business Operating Strategy
SMEs within our Advisory Practices evaluated over 9,000 contracts and over 10,000,000 contract line items to determine the most profitable service lines, products, and market segments.
The team identified an approximately $30B market opportunity by determining that less than 10% of the market was being serviced in one of their most profitable segments. in one of the most profitable segments.
Our staff conducted competitive analyses to determine which career models were most effective for staff members of technical versus non-technical backgrounds.
We developed alternative operating models to provide appropriate incentives for staff members with differing motivations.
We solidified and defined our client’s competitive advantages, identifying which factors to utilize in order to increase sales and win more business. These factors informed our recommendations as to where they should invest their time.
After implementing our recommendations for organizational structure changes and increased investment in certain services lines, this client significantly consolidated costs and boosted both ROI and staff retention rates.
$17 Billion Global Electronics Manufacturing & Distribution Company: BPO/IT Strategic Sourcing
Our Advisory practice SMEs developed an integrated business BPO and IT strategic sourcing strategy
We developed an approach that consolidated three business processes of ~2,000 FTEs and the global application development and support function of ~1,000 FTEs into a globally-integrated strategic sourcing model.
We evaluated the current state of the organization’s Business and IT delivery capability’s maturity against industry best practices and developed a comprehensive global strategic sourcing plan.
After applying our recommended strategy and approach, our client reduced business costs by 25% in 2 years and IT costs by 40% over 3 years.
The implemented changes dramatically improved new business capability speed to market. It reduced application development as well as maintenance cost, time, legacy risk, resulting in an average annual savings of $51M for the first 3 years.
International Student University (Higher Education): Portal Development
Our Advisory practice SMEs conducted a thorough evaluation and assessment of the existing web sites and functional capabilities. We developed a roadmap of transformative recommendations to improve its overall look and feel, user experience, and functional capabilities for its students, employees, faculty, and public consumers.
Our Development and Engineering practice SMEs re-engineered the technology platform and redesigned all the original website content into two separate portals for internal users and public consumers.
We provided development, engineering, and QA/QC to internal websites and portal engine and ensured seamless integration to University-specific third-party services.
We delivered new portal capability training and change management across the University to all Schools, Colleges, and operational departments/functions.
Our trainers developed all training collateral—aids, web videos, and classroom material—and conducted in-person training to ensure universal understanding and ease of implementation.
We provide overall program management and governance, day-to-day technical support, and new demand triage for both the internal portal and public-facing web site.
User satisfaction scores increased by 220%
These changes resulted in an 80% decrease in calls to the University Help Desk.
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