Client

The client is a leading provider of antenna and technology systems for the DoD and other governmental subsets.

Challenge

The company is growing at significant pace and widening the portfolio of offerings through a newly formed Innovation Center of Excellence, thus generating large and complex systems from R&D through Manufacturing. This shift in strategy mandates the elevation of measurable process and skills to accommodate the needed maturity to succeed in this expanding market.

Solution

After developing a clear scope of work with senior stakeholders, AMS conducted onsite interviews and reviews of the organization’s engineering and project management processes and practices. Functional mapping of roles and responsibilities was undertaken to ensure project team composition-competency was consistent with project demands. A detailed gap analysis with detailed recommendations was delivered to a senior steering committee, they were in agreement with our assessment(s) and recommendations. A key recommendation was that rather than AMS “taking over” the implementation project, it would be more beneficial for designated client resources to be the lead in the implementation project. Consistent with our recommendations we developed an execution plan where client resources would be coached and mentored to achieve specific practices and deliverables for the PgMO development, Project Management rigor and implementing a practical system for practical and Integrated Project Control across the multiple functional contributors. The organization’s development life cycle was also “fitted” with a structure of scalable stage gates and application criteria.

1. Strategic Alignment for Market Advancement:

   • The PgMO plays a pivotal role in aligning project initiatives with the organization’s strategic vision. By swiftly designing and implementing a PgMO, we ensure that all projects contribute directly to market growth and competitive positioning.
   • Market-Centric Approach: Our focus is on understanding market dynamics, customer needs, and competitive landscapes. The PgMO will tailor project portfolios to address these specific market demands.

2. Accelerated Setup:

   • Rapid Deployment: We recognize the urgency. Our team will expedite the PgMO setup process, leveraging best practices and pre-defined templates.
   • Agile Implementation: We’ll adopt agile principles to iteratively build out the PgMO, ensuring quick wins and continuous improvement.

3. Customized Structure:

   • Lean and Effective: Rather than a one-size-fits-all approach, we’ll design a PgMO structure that aligns with the client’s unique context. This includes defining roles, responsibilities, and reporting lines.
   • Resource Allocation: We’ll allocate skilled resources efficiently, considering both internal talent and external expertise.

4. Governance and Oversight:

   • Program Governance: The PgMO will establish governance mechanisms, ensuring that projects adhere to quality standards, timelines, and budget constraints.
   • Risk Mitigation: We’ll proactively identify risks and develop mitigation strategies. Rapid decision-making will be a priority.

5. Stakeholder Engagement:

   • Executive Buy-In: We’ll engage senior leadership early, securing their commitment to the PgMO’s success. Their endorsement will accelerate adoption.
   • Cross-Functional Collaboration: The PgMO will foster collaboration across departments, breaking silos and promoting knowledge sharing.

6. Performance Metrics and KPIs:

   • Measurable Outcomes: We’ll define clear Key Performance Indicators (KPIs) aligned with market goals. Regular reporting will track progress.
   • Adaptability: The PgMO will remain agile, adjusting strategies based on market shifts and emerging opportunities.

Benefits

As a result of the overall assessment, the organization’s best practices that were functional and working well, were validated and measurable. Scalable front-end planning practices were adopted to ensure the projects objectives were decomposed properly into an accurate technical design basis and requisite project management execution practices were aligned and applied. The PgMO was developed and chartered as a service-based organization first and a governance mechanism second. This approach helped shift cultural inertia and early apprehensions about the PgMO assuming a “heavy handed” governance role. The client’s project portfolio stabilized and key clients that were hesitating awarding them mission critical projects, were impressed enough with the organization’s transformation to award the projects as a sole-source procurement. Each of these projects were extremely successful with one being awarded a project of distinction award from the federal agency client.