Greek affiliate division undergoing organization change to improve efficiency of product launch, innovation and business improvement projects requiring consistency of approach to PM. GBMC provided PM training to 50+ participants by work-shopping eight ‘real-life’ projects including the development of project plans; preliminary prioritization; drafting of a project portfolio dashboard; and made recommendations for a one year road-map for a change towards a more effective PM approach.

• GBMC 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.
  Measured success of the initiative by tracking improvement using their internal balanced scorecard indices:
• • Went from being number 9.2 to number 1.2 on listing of company affiliates in nine months
  • Change from consistently missing targets to continuously achieving
  • “Doubled throughput of patients in clinical trials”
  • Committed targets on time and without any shortfall
  • “At the same time recruitment, trial preparation and closure phases became significantly less than published industry’s best practice”

• • English and French
  • Audience – development at entry, mid and advanced levels
• Delivered to a diverse range of project teams in Asia, Europe and North America
• First provided PM Training 2003, delivered to over 1000 personnel, & still ongoing.

• GBMC delivered a bespoke PM workshop to the PMO team and key individuals facilitating the assessment, improvement or development of PM System process and artefacts.
• Results included the definition of ‘champions’/support group, to provide small, frequent, interventions to maintain the change in behaviours acquired in the workshop.

• GBMC provided a project coaching service, that safeguarded the successful delivery of IS projects within scope, on time and within budget through project management. The service included the coaching of project managers during the complete project life cycle in the form of consulting and active support being performed remotely and face-to-face.
• The scope of service was expanded to include the facilitation of project planning workshops and project set-up events with the entire project team; supporting the Project Managers in consulting with Stakeholders (e.g. Sponsors, Steering Committees, External Partners, Controlling etc.); and close collaboration with the Corporate IS PMO that supervises coaching measures and demand for coaching.
• The resulting output was so successful GBMC was tasked with converted the service to a full-time placement of one GBMC’s consultants as Head of PMO.