Client

The Client is a Global leader in the Commercial Coatings Industry on the verge of a coating product breakthrough that will positively affect the marine environment and markedly improve the local health, safety, and welfare of the surrounding population in areas of global manufacturing facilities.

Challenge

The new product effort had been ongoing at a research level for some time and was not viewed as viable by all senior stakeholders. Twelve to fifteen individual projects within seven functional groups, ranging from research and development to legal, had been part of the informal effort over a multi-year span. As a result, some resources had developed an “ownership” of the effort and, although committed to its success, were more project-experienced than program-experienced. These resources were opposed to external program assistance.

The effort would require a high level of integration with multiple country contributors while preserving key technical and market-leading intellectual property (IP). This meant navigating complex coordination and communication challenges across different time zones, cultures, and regulatory environments. Additionally, there was a need to establish a cohesive vision and strategy that could align all the functional groups and stakeholders, ensuring that everyone was working towards the same objectives.

The resistance to external assistance posed a significant barrier to achieving this alignment and integration. Overcoming this challenge required building trust, demonstrating the value of a programmatic approach, and effectively managing the diverse and decentralized nature of the project. This situation necessitated a delicate balance between respecting the existing efforts and ownership of the project while introducing new methodologies and support to drive the initiative forward successfully.

Solution

The program was formalized and “kicked off” with the development of a detailed Program Charter, which graphically detailed the interdependent nature of the contributing projects. Senior-level resources were designated as Project Managers for each contributing project, ensuring experienced leadership and oversight. Roles and responsibilities were clearly delineated, along with key program-level milestones and the project-level deliverables required for their success.

AMS played a crucial role in assisting the functional project managers with the development of detailed project-level schedules. These schedules were meticulously crafted to align with the overall program goals and timelines. AMS also developed the Program Schedule, which aggregated key deliverables and served as a comprehensive program control tool, providing visibility and coordination across all projects.

An AMS executive-level resource assumed the role of Program Manager, bringing strategic oversight and expertise to the initiative. An execution strategy was developed to encompass the multi-country contributions, ensuring seamless integration and collaboration among diverse teams. Additionally, a detailed governance model was established, including processes for protecting the product’s critical intellectual property (IP) and pending patents.

This structured approach ensured that all aspects of the program were meticulously planned, coordinated, and executed, ultimately driving the initiative towards successful outcomes and sustainable growth.

Benefits

The senior-level project managers, all long-term members of the organization, managed their projects with minimal cost or schedule slips. This efficiency resulted in a program that successfully met its technical-readiness and pilot plant targets. The product was rolled out on time, and market share far exceeded expectations due to several unexpected countries and large client organizations expressing interest in the product’s functional and environmental benefits. To meet this unexpected demand, additional pilot plants and product lines were introduced.

The organization has fully embraced the program methodology and the various project management practices utilized to ensure the delivery of key technical and managerial deliverables. The success of this approach has led the client to now utilize internal new product program managers, who apply the established practices and methodologies. The initial NPD (New Product Development) program has become the primary case study for their training, serving as a model for future projects. This comprehensive adoption of best practices and continuous improvement processes has positioned the organization for ongoing success and innovation in their product development initiatives.