Program management industrialized
Optimizing program governance, processes, tools and analytics based on our experience of driving complex large-scale projects.
Recent program management work
A global shipping company was amidst multiple parallel newbuilding and retrofit installaton projects with high technical complexity. Headquarters was distressed by limited project progress visibility, given the big financial risk of the efforts. A solid industrialized approach for running large scale, globally dispersed, advance technical programs with tens of parallel projects was needed. To support this, a robust and effective process follow-up approach was required, including how to manage the vast amount of data that fed various reporting needs.
The program management office took the lead in assessing existing structure, processes, and tools. A big potential for automation was identified. A novel software tool to collect, store and process data from multiple data sources in short cycles was implemented. This improved reporting accuracy, timeliness and efficiency. Cost effective off-the-shelf tools to develop the initial solution was used, prior to implementing a more scalable solution. This allowed maintaining daily operations, while developing the process in parallel.
A standardized set of effective project management processes and progress monitoring tools was established across the program portfolio. This gave management a more fact based and timely view on progress, and improved decision making. Early identification of potential problem areas, and intervening in a proactive way helped to build confidence. In addition, the central PMO resources required for reporting were significantly reduced. The improved program management also had a positive effect on the performance of suppliers and contractors.
A Nordic industrial services company maintained a large and diverse transportation fleet which was allocated to business units. No corporate level fleet register or asset visibility existed. As a result, asset management was poorly optimized and working capital was high. The management felt there was a significant improvement potential here, but the issue was also highly political.
Building on earlier operating model development work, the Reddal team helped to develop an updated fleet management approach, including a supporting software solution. A new fleet management process was defined, and IT system requirements specified. The value creation potential was analyzed. Given staff shortage at the company, Reddal took on the responsibility of company-wide implementation and training of the new approach, collaborating closely with key company staff members.
The new fleet management solution improved asset utilization significantly, and improved working capital levels. By transparent and clear visibility of the fleet, the business units were able to better control the financial impact of their assets. Upon initial success in this area, the solution was extended to other equipment categories. A key success factor was the systematic approach for developing the entire operating model for fleet management, bridging both business and IT.
A stock listed technology company had acquired a small regional consultancy which had about 70 specialized people as their key asset. The parent company had seen previous post-merger integration (PMI) efforts fail, and wanted to achive a step change in the capability of integrating acquired companies. The management felt that the case at hand provided a valueable pilot for developing a new approach.
Working side-by-side with the parent company's integration lead and the CEO of the acquired company, the Reddal team developed an integration plan for the integration work streams. Implementation was driven through a systematic process, with frequent proactive communications, regular sparring with each stream, and ensuring collaboration and alignment across streams.Given the multi-local nature of this effort, approaches for distributed working were instigated from the start.
The integration of the acquired company was successful, with a high retention rate of key staff. The process applied was received positively across the overall group, and provided a structured approach that was also documented into a "PMI toolkit". This made it possible to tackle future acquisitions, and their integration, with increased confidence. Given the importance of inorganic growth for this company, having a solid execution methodology for this was a key strategic asset.
Contact our program management experts
Adam Horvath Helsinki
Business Developer with experience in corporate strategy, transformation, program management and operating model development. Currently supporting program management in a group level product harmonization transition for a global industrial manufacturer.
Markus Koste Helsinki
Business Developer with experience in program management, corporate strategy, and digitization. Currently working on a corporate strategy project in the software industry.
18 June 2021
Reporting is at the core of most corporations and fast-growing SMEs. Yet surprisingly little attention is paid on the actual value add of the reporting process and especially the “bang for the buck”.Read post
28 March 2016
In complex projects and programs, the choice of operating model (structure, processes and tools) is a key driver of success and execution efficiency. This article presents the evolution of a particularly complex technology program from a top-heavy organization to an agile “divisional” (self-contained) structure.Read post
22 March 2013
The prolonged global economic downturn has enforced continuous waves of restructuring across industries. Unfortunately, many have selected an easy approach and initiated “across the board” cuts without clear choices on what to cut and where to invest. In this article, we explain why and how a more strategic approach should be considered.Read post
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