Client

The Client is a high-technology electronics company dedicated to the design, development and manufacturing of electromagnetic systems for military air, land, sea and space applications.

Challenge

The objective of this solution strategy was to improve the project management processes, resulting in a pro-active organization with uniform processes. In order to do so, an effort was necessary to understand the current workflow in the managing of projects and then identify and eliminate the gaps and waste inherent in those processes. As a result, an improved project workflow could be created. Project management operational standards needed to be established to support the new and improved project workflow. In addition, clear roles and responsibilities related to project management needed to be established and documented.

Solution

AMS senior consultants conducted a formal evaluation (gap analysis) of the current project management organization, processes, and procedures. This gap analysis was against current project management best practices and standards. From the gap analysis, the necessary changes were identified, and support was provided to implement these changes.

The critical steps to the solution implementation included AMS reviewing all existing project management processes and procedures to help establish the current state. To determine performance and process gaps as well as developmental needs, interviews of all key stakeholders in the project management process were completed. Based on this, a recommendations report was developed and issued, which included the gap analysis of the current state versus the future state, recommendations for improvement changes in the areas of people, process, technology, and organization, and a design path forward, including coaching plans.

Based on the above recommendations, a Project Execution Plan (PEP) was created to identify and develop the improvements. The PEP included solutions such as the development of an organizational Project Management Vision, working with the leadership to ensure a consensus regarding the value, role, scope, and responsibilities of the project management organization. A Value Stream Map (VSM) of information flow for the current PM processes was created, starting with the Request for Proposal through Project Closeout. The VSM was analyzed to identify areas of waste, including inefficiencies, multi-tasking, overburdens, unreasonable expectations, inconsistencies, etc.

Elimination of these areas of waste was the focus of the PM Optimization implementation consulting. As a result, new processes were created and implemented, including a new Project Plan template that all new projects were required to utilize, a more effective cost and schedule control process, a revised monthly Program Review template based on the audience and their requirements, and a revised project management organization chart with clearly defined roles and responsibilities. Additionally, the nature of technology development projects lent itself well to the implementation of Agile project management techniques, such as daily project stand-up meetings.

Benefits

The process changes were implemented gradually as the client organization began to recognize the urgency of improving their project management processes. Over time, this led to the successful implementation of enhanced project planning, cost control processes, and project monitoring and review systems. These improvements have significantly contributed to better performance in terms of cost, schedule, and scope.

The phased approach allowed the organization to adapt to the new processes smoothly and ensured that all team members were aligned with the changes. As a result, the client has experienced more consistent project outcomes, reduced inefficiencies, and increased overall project success rates. The improved processes have also enabled the organization to handle more complex projects with greater confidence and precision, ultimately driving growth and competitive advantage.