How We Work With Clients

Onsite Customised Programs

Global Business Management Consultants is a premier provider of customized training solutions that meet the project management improvement goals of business, industry and government / non government agencies. We are a registered training provider of the Project Management Institute. 

The training is results-oriented and tailored to your organization’s unique circumstances. GBMC training and project management services will give you the performance edge to:

• Focus on your project management effectiveness needs
• Save time and money
• Get the “critical mass” mobilized using a proven methodology
• Synergize cross-functional, inter-disciplinary contributions across your organization

GBMC’s international policy is to work directly with clients to customize programs and solutions. Let’s discuss how we can further demonstrate our commitment to your success and show you how we continue to exceed the expectations of our customers. 

GBMC works across many sectors examples of some of our successful projects are here

Small Sized Company

Situation / Background

GBMC worked with an Insurance company (Texas, USA), who had a challenge within their IT department in getting IT deliverables involved in the selling process implemented.

Company Size: Approx: 100 persons.

Resource limitations and shifting project priorities.

Executives stated “We simply aren’t getting things done”.

Results

Reduction of project count from 164 to 34 projects by eliminating duplicate work and focusing on core strategic activities.

Reduced overall organizational stress levels

Increased retention.

Saved 1 million USD per year in duplicated effort.

Typical Investment Size

$55k Investment

Medium Sized Company

Situation / Background

GBMC worked with a pioneering, world leading, integrated semi-conductor company, employing approximately 5000 people, across 20 facilities worldwide.

GBMC worked with a division who focus on the aerospace sector producing Power Management Solutions with 450 employees in 4 facilities in LA, San Jose, Leominster (Boston, USA) and Copenhagen. The project involved 20 people working as project/program managers, and an additional 10-15 considered as future candidates, under performing project management due to the merger of four different organizations over a 10 year period.

There was no recognised budget responsibility for the project/program management role, and a mediocre acknowledgement of the project/program manager profile.

Limited capture of effort from previous programs/ projects was being collated and some aspect of resource planning was in place.

A typical program delivery schedule should have been approximately 1 year, although in the majority of cases 3 year duration was the actual achievement.

Results

A formal review deliverable concluding the assignment including the identifying of lessons learned and measured improvement of a 6:1 return on investment after just three months, with more to follow.

Results included positive change in culture; greater acceptance of PM; more professional approach, less arguing and enhanced focus, better directed support from management.

Tangible results were estimated at a conservative benefit estimate of $1.2 million in 12 months with increases expected.

In concluding the assignment the project sponsor said “a significant change for the better in PM has been obtained”.

Investment Size:

$190k

Large Sized Company

Situation / Background

GBMC has worked with one of the top 3 global Pharma Company’s Diagnostic Divisions providing process assessment & audits; coaching & mentoring as well as consulting services.

A new strategic direction requiring a Lifecycle Team focusing on Companion Diagnostics was created from scratch and GBMC has been engaged to provide consulting support in establishing, implementing and mentoring customized systems since 2012.

Results

The Benefits attributed to increased project management ability were identified by the PMO and ratified through a survey with the Programme Team. The tangible benefits identified comprised the following:

• A saving of 5.27 FTE (274 mwks) through efficiencies gained from having a dedicated PM Coordinator and scheduler not previously in place; freeing-up of functional resources.
• A saving of 11.8m USD obtained through the inclusion of milestone payment systems not addressed until project coordination identified and introduced a system of management to recover costs not being charged.
• Overall the introduction of PM meant the PMO was at least ‘cost neutral’, and the return on consulting effort was obtained many times over.

Key Intangible Benefits

• Improvement of project team morale as they jointly took responsibility for resolving issues.
• Creation of PM solutions that could be utilised outside of the project team.
• Capturing missing elements of the project plan and eliminating risks.
• Provision of new, appropriate tools and increased utilisation of the data that existed.
• Provided enablers to key improvement initiatives established to meet the Programme’s Vision, Mission and Goals.
• Established, implemented and accepted roles of the PM Coordinators and Scheduler for cross project information sharing.



Investment Size:

$650k

Benefits achieved within two months:

• 20% reduction in Senior Project Manager effort
• 25% reduction in project team effort
• Internalized PMO practices within 6 months achieving 50% reduction in project schedule, saving <40% of the PMO Framework budget.

Delivering the right balance between added value PM practice and conducting business as usual accomplished with a four-step strategy that clarified ownership across the complex stakeholder group; established simple, effective cadence; project Risk and Decision Log establishment; and development of Project Dashboard with an exception-based reporting approach.

The investment of the PMO framework reduced the complexity risk from the large number of international stakeholders (external and internal) and potential disruption in business continuity ultimately contributing to fewer delays.