YOUR STRATEGY EXECUTION PARTNER: Align | Transform | Realize Value


Top global companies engage GBMC when they need to develop their people, systems and culture to deliver high performance results in line with their strategic objectives.

GBMC consultants are adept at analyzing the client’s needs, developing targeted, high impact organizational interventions, and deploying solutions to close the strategy execution gap, producing measurable bottom line results.

Project Health Checks

Over time all administrative systems grow and change for a number of different reasons creating potential redundancy and unnecessary administrative burden. GBMC is able to work at a project, department, or organizational level to assess and streamline project management practices. GBMC consultants regularly conduct unbiased evaluations of:

Harris County Flood Control District’s Director of Operations said “GBMC has done in one day what OPM3 took 6 months to accomplish, when GBMC conducted a small health check of the project management operations. Health Checks are predominately smaller, quicker, interventions involving short interviews with key personnel and a day of review and decision making with a senior management team.

  • Project Plans
  • Mid-Project Evaluations
  • Risk Reviews
  • Gate Reviews

PM Methods and Systems

GBMC works with organizations to ‘map out’ their existing project management practices against a baseline, identify and prioritise opportunities, develop action plans and execute development. The development activity can be carried out by GBMC consultants, or by the organization itself with, or without, GBMC consultants coaching the organizations’ people. GBMC can ‘draw’ on its vast library of documentation and procedures to quickly adapt them to a clients’ environment.

GBMC perceives Project Management Systems requiring three core enablers:

  • Organizational
  • Support Methods
  • Tools People

These enablers can be sub divided into major ‘components’, such as:

  • Planning
  • Organizing and staffing
  • Integration
  • Project prioritization
  • Capacity planning

These major ‘components’ can be divided again into specific behaviours or activity such as:

  • Defining the WBS
  • Assessing risk
  • Resource plans
  • Creating the WBS


GBMC has worked with a number of organizations to define governance, develop and implement, their project management systems and methodologies.  For example GBMC was tasked by Airbus to harmonize their documented project management methodologies from across five different entities.  The result was a reduction in project management procedures by 75%.

Project Rescue

No one has a firm idea of when the project will be finished and most people have given up trying to guess.

  • The product is laden with defects.
  • Team members are working excessive involuntary overtime.
  • Management has lost its ability to control progress or even to ascertain the project’s status with any accuracy.
  • The customer has lost confidence that the project team will ever deliver the promised goods.
  • The team is defensive about its progress.
  • Relations between project team members are strained.
  • The project is on the verge of cancellation.
  • The morale of the project team has hit rock bottom.
  • The customer is threatening legal action!

Projects are inherently risky ventures and sometimes it is inevitable that projects are off track. GBMC puts its consultants in to rescue projects from further difficulty and get them back on the road to success through a process of rapid assessment, development of recovery actions, execution, control and applying lessons learned to prevent similar occurrence.

PMO Development

Project support functionality can be applied at many different levels/positions in the organization and is called by many different titles, PMO, PO, EPMO, etc. This functionality can vary in size enormously, from a one person unit who owns the development of the PM functionality, to several hundreds of people involved in supporting major/large programs.

GBMC works with organizations to design, develop, implement, coach and enhance their project support functionality, or offices, in providing the most effective solution in terms of cost (investment) and increase in productivity or efficiency (return).

GBMC was asked Germania Insurance to assist their Project Office in developing a project prioritization process because its current volume of work was leading to large numbers of project failures, duplicated effort, unaligned work and an unhealthy working environment.

After designing a prioritization process, implementing it and training project personnel, GBMC was able to reduce the number of projects being managed from 264 to 30 projects, saving approx. $1.1 million against a relatively small total investment of $40k, a 26:1 ROI in under 12 months.