Stopping the Flood of Projects and Concentrating All Forces on the Market
Our client, the CEO of a multinational wholesale company with a sales volume of approximately one billion Euros, found himself confronted with a flood of running projects, project applications and special subjects when he first joined the organization. It was not clear who was authorized to start new projects, thereby making use of resources; there was no transparent reporting on progresses and results; redundancy was the order of the day.
- Together with the CEO we developed a “meta project” that aimed at making transparent and controlling all relevant projects and resources at our client’s company.
- We personally interviewed all four of the General Managers and some 12 Division Managers in order to record the projects running under their responsibility. Base lines, objectives, targets, project structures, processes previous successes and current bottlenecks were compiled within a short period of time.
- At our Management Studio in Dortmund, we created a project landscape using large-format plots which illustrated clearly where redundancies occurred, which projects had been going on for an unnecessary long period of time, where ownership, results and status where not clearly defined, and which areas showed an accumulation of projects.
- In a series of strategic and tactical workshops we facilitated meetings of the whole management in order to arrive at a new, streamlined, market-oriented and realistic project landscape.
Together we defined rules, such as what properties a plan needs to have in order to be eligible as a project and who is authorized to start projects and use resources for the purpose.
- We developed an easy to implement procedure that enabled the company to obtain real-time information on the status of key projects. Moreover, we developed a company-wide standard for the design, succession and completion of projects and for safeguarding knowledge derived from project results.
- Approximately 50% of the 70 running projects were immediately discontinued because they neither created reasonable value nor showed visible progress or because some subjects were processed redundantly at multiple positions in the company. Time savings: approximately 30 person years.
- The capacities released were used to provide significant support to market-oriented, promising projects and/or to considerably improve important routine processes.
Key project reporting has become a fixed part of the management meetings. The speed of completion of projects has increased by up to 50%.
- Investments were bundled and selectively made available to the most effective and promising projects – rather than to those projects that called for the funds most vociferously, as used to be the case.
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