Project Methodology development is the first step toward building best practice, controls and measurability ensuring an agile to project management…

Project Description

Build an organizational model to support both program and project execution in a highly regulated industry and with the need to have scalability and change as part of the norm due to environmental and political delay during construction.


The client is a well-respected and full-service Architecture/Engineering firm.


The organization was seeking to develop a consistent methodology for managing their national Design/Construction (D/C) projects and elevating customer satisfaction level. Understanding that controls and application to compliance was a critical need their desire was to refine an agile approach to executing against a seemingly rigid environment. This conundrum was the task at hand and the success of this project would ultimately result in a competitive advantage in the bidding, design and build of the company’s projects.


AMS facilitated complete methodology development sessions with the senior resources and based on successful in-house processes and industry best practices, developed the organization’s comprehensive Project Management Operating Standard (PMOS). Additionally, we designed a framework that allowed for cross functional flow between, PM, BA, Business and Engineering staff. The best practices embedded within the PMO needed to dovetail and work with all of the above and also finance and compliance. By employing the concepts housed in LEAN methods and back dropping that with the right skills, this client realized great efficiency.


AMS is now developing a multi-level Project Management training curriculum to enhance competency at all levels of the organization. As the organization has undergone a recent merger, the PMOS has allowed for a quick transition of the newly formed and multi-disciplined organization to one consistent Project Management standard. The mobilization of skills development enhanced the overall solution by reducing turnover at the technical staff and increasing productivity and quality. The wider outcome was an organizational recognition of optimal work flow.

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