 |
Situation
| $14+
B high-tech service provider struggling to develop products on-time and
on-budget following several acquisitions and budget cut-backs |
| The right people
were not consistently engaged across organizations early enough to
drive requirements and to manage impacts |
| Information was not passed effectively
between organizations |
| Different groups used different processes
and templates resulting in mis-matched expectations and project delays |
| No
clear cross-organizational project prioritization or resource
commitment approach for approved programs. Approved programs
often languished without resources |
Actions Taken
| Chartered a process
improvement project. Organized and led a Process Design Team and an
Executive Steering Team |
| Built a coalition
for change across 12 major functional organizations that spanned
business lines |
| Designed a new streamlined process with
clear stages, steps, deliverables, templates, and gates |
| Drafted an implementation plan with a deep
change management program |
| Developed
and delivered training. Coached the client (governance teams,
project teams) through the pilot and implementation |
Results
| Executive Steering
Team expects 33% increase in value of pipeline output |
| Client organizations
have embraced the process as way in which product development is done |
| Clear
resource assignments across functional organizations are made upon gate
approvals |
| Requirements
are defined on-time in the process |
| One
set of streamlined templates for deliverables has reduced rework and
time for development |
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