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 changes necessary were identified and support provided to implement the necessary changes.

Critical steps to the solution implementation included:

1. AMS reviewed all existing project management processes and procedures to help establish the current state.

2. In order to determine performance and process gaps as well as developmental needs, interviews of all key stakeholders in the project management process were completed.

3. Based on the above, a recommendations report was developed and issued which included the following:

a. Gap analysis – Current State vs Future State
b. Recommendations for improvement changes in the following areas: People, Process, Technology, Organization
c. Design path forward, including coaching plans

4.Based upon the above recommendations, a Project Execution Plan was created to identify and develop the improvements. The PEP included solutions as follows:

a. An organization Project Management Vision was developed, working with the leadership, to ensure a consensus regarding the value, role, scope and responsibilities of the project management organization.
b. A Value Stream Map (VSM) of information flow for the current PM processes was created, starting with Request for Proposal through Project Closeout.
c. The VSM was analyzed to identify areas of waste, including inefficiencies, multi-tasking, overburdens, unreasonable expectations, inconsistencies, etc.

5. Elimination of the areas of waste was the focus of the PM Optimization implementation consulting that was the next step. As a result, the following new processes were created and implemented:

a. A new Project Plan template was created, and all new projects required to utilize this planning approach.
b. A more effective cost and schedule control process was established and implemented.
c. The monthly Program Review template was revised based upon the audience and their requirements. The new Program Review approach includes more quantitative assessments of the projects.
d. A revised project management organization chart was created which included clearly defined roles and responsibilities.
e. The nature of technology development projects lends itself very well to implementation of Agile project management techniques. Such techniques, such as daily project stand-up meetings were implemented.

Benefits

The process changes were implemented over a period of time as the client organization grew to understand the urgency of improving the project management processes. The implementation of improved project planning, cost control processes, and project monitoring and review is providing for better cost, schedule and scope performance.