GBMC Client Projects
GBMC Case Study: Providing PMO Establishment Support
This case study provides an example of how a focused, customised, minimal effort in providing project management structure and cadence to a complex, highly diverse, cross functional matrixed project team was utilised as an enabler for successful strategy execution.
GBMC is constantly asked two questions "How is Project Management an enabler of strategy execution?" and "What return will we get from the investment?" This case study looks at the benefits a client realized from a timely, responsive and tailored application of project management to a business transformation initiative.
GBMC Singapore: Project Team Members and Vendors – 50+ people
Energy Market Company (EMC) is the exchange for wholesale electricity trading in Singapore, providing a transparent and competitive trading platform and transacting over S$6 billion of electricity products annually.
Key Highlights
- Target Group: Project Team Members and Vendors – 50+ people
- Assignment Period: End of 2008 – Current
- Program Value: More than S$2.2 million, including PM services
Energy Market Company (EMC) is the exchange for wholesale electricity trading in Singapore, providing a transparent and competitive trading platform and transacting over S$6 billion of electricity products annually. EMC engaged GBMC to provide project management competency and services for a few strategic projects, including:
- Deploying a GBMC project manager for two of their critical projects: a new trading platform with integrated portal and a revamped settlement system.
- Developing an internal Project Management Methodology process and documentation
- Providing senior management support as part of steering committee for the projects
- Facilitating Portfolio Management Workshop to rationalise, prioritise and select key projects for future.
GBMC demonstrated through these projects their capability and competency in managing vendors effectively, harmonising workflow and integrating cross functional teamwork, providing timely reports/reviews and detailed follow through. GBMC’s project managers possess strong people skills which help to build stronger project teams and motivate team members to achieve the project goals. GBMC team has also shown flexibility, commitment and determination to support EMC not only in completing the projects but also to build the project culture within EMC.
State of Oklahoma - IT Services and High Potential Leaders – Over 600 people
Implementation of a ‘Project Based Approach’ in the State Organization and the development of the State Government’s Project Management Competencies. GBMC was selected for this assignment having competed against major consultancies. The choice was made based on the completeness of GBMC’s Project Management services and maturity based curriculum. The Director of IT/IS for The State of Oklahoma DHS has recently said, “We found GBMC consultants to be head and shoulders above all other consultants we evaluated”.
Coca Cola Hellenic Bottling Co - IT Services and High Potential Leaders – Over 600 people
CCHBC is the world’s second largest bottler of Coca-Cola. Due to its fast growth in Central and East Europe, it became necessary to derive synergies from the various operations of the company through re-organization, skill enhancement and the integration of IT services. The starting point was for this process was selected to be the IT/IS services. The project involved the implementation of the IT/IS mission with corporate values and mission, the analysis of current IT/IS skill set and the enhancement of project management skills of the IT/IS executives. In conjunction with this activity CCHBC tasked GBMC with the development of its high potential leaders with regard to project management.
GlaxoSmithKline, Germany - Improvements to Project Management Practices
Implementing improvements to the Project Management practices following the merger of GlaxoWelcome and SmithKline Beecham including harmonizing and supporting the new PM culture and vision. As part of this process project management competencies were seen as critical for the success of the organisation. We introduced project management disciplines, training, system and management support involving over 300 employees to operate in cross-functional project teams for such activities and product launch, medical and technical development and clinical trials projects. GSK measured success of the initiative by tracking improvement using their internal balanced scorecard indices. The European Medical Director of GlaxoSmithKline says:
“The thorough manner in which you (GBMC) reviewed our requirements and applied knowledge of the most successful project management practices to target improvement of the skills and competencies of our professional staff was remarkable – all the while focused on our “business” results and “practical day-to-day issues.”
BAE Systems. 4000 people.
GBMC designed, developed and implemented a program to identify the skills, competency and job descriptions for a project management
function for over 4000 people. Assessed people against a competency framework and identified improvement / development opportunities.
They put together an entire development program including training, coaching and ‘hands on’ experience for a wide range of different roles;
and communicated the program through a variety of media.
PMO Development - Insurance Company
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 worked with an insurance company 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.
Project Time Control – 50/50 Simple Technique
Project managers often face the problem of project delays which typically results in the team having to put in long days and increased effort towards the end of project. However, one way to realize time control in a project can be accomplished with a very simple technique. This article is aimed at providing an explanation and takes you through a practically example you can apply.
This article is aimed at providing an explanation and takes you through a practically example you can apply.
Simplifying Complex Projects and Programs – The Art of Project Management
by Thomas G. Johns, PhD, PE, PMP, MAPM
Global projects are often technically, organizationally, and culturally complex. In such complex systems, decentralization and simplicity are necessities without which the project could destroy itself. However, decentralization without a mission, organizational support, simple roles and responsibilities, and an appropriate project organization may end up producing results that are quite different than those originally intended. “Till now man has been up against nature, but from now on, he may be up against his own nature.”
Benefits of Developing Project and Program Management Systems
Probably one of the most commonly asked questions for Executives and Management is “what do I get from the investment in improving project management?”
This case study provides an insight into some of GBMC’s experiences of return on investment that can be expected from developing project management.
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