Industry: Pharmaceuticals/Biotechnology

Services Provided: Training program design, implementation, and management; project management certification program development and curriculum mapping; course

customization (including customized case studies); training program measurement; and

training delivery.

Company: The pharmaceutical company offers a broad spectrum of proven tools and technologies,

together with performance solutions innovations,

dedicated to helping customers succeed in

the research, development, and production of

biotechnology and pharmaceutical drug therapies.

Comprising three business units—Bioscience, Lab

Solutions, and Process Solutions—the company is a

top-tier supplier to the life science industry and serves

as a strategic partner for scientists, engineers, and

researchers.

Challenge: A few years ago, the company’s Corporate PMO (CPMO) staff realized that its generic

in-house project management training was not

adequate to address the challenges faced by its staff,

a diverse group of researchers and engineers who took

on project and program management responsibilities.

The CPMO needed to get project management skills up and going quickly across the

company and standardize on a process, thus prompting the development of an internal project management certification program. It

intended that a link between company-sponsored learning and professional development would build employee loyalty and morale,

fostering improved productivity as well as better on-time project delivery.

The implementation of the program gained further complexity when the company was acquired by a global pharmaceutical, chemical,

and life science firm while the first groups of participants were still progressing through the certification levels.

PM College provides corporate project management

training and competency development programs for clients

around the world. We partner with our clients to identify

organizational learning objectives, deliver relevant training

content, and achieve measurable behavior changes that lead

to improved performance.

pmcollege.com :: 800.983.0388 :: Project Management Training :: Course Customization :: Competency Development

VALUE DELIVERED

An internal PM certification

program was rapidly

developed and implemented.

During the first three years,

over 400 participants

attended more than 30

courses. Team members,

project managers, and

sponsors gained a good

understanding of project

management and the

techniques needed to achieve

more consistent project

delivery. The program’s

ability to remain intact after

an acquisition validated the

program’s value to the larger

company globally.

$

client successes

about pm college

Pharmaceutical Company’s Internal PM Certification Program Brings More Predictable Project Outcomes

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“Projects are more predictable

thanks to the certification program

we put in place with PM College.

High feedback ratings from our

course participants on content and

instructor delivery are consistently

achieved. The PM College

instructors weave their project

management experience into the

courses adding real-world value;

people feel they can immediately

apply what they learn.”

— Program Manager

Pharmaceutical Company

pmcollege.com :: 800.983.0388 :: Project Management Training :: Course Customization :: Competency Development

client successes

Solution: The company’s CPMO first identified the business drivers and corresponding success criteria, emphasizing the execution of business strategy, retention of top talent, delivery consistency, and accelerating the pace of innovation. From there,

it sought out a training vendor who could partner with the organization to develop the competency levels of its project managers

in a structured way across the organization and in alignment with its stated success criteria. PM College was selected based

on its flexible approach to tailoring course content to the business environment. At the outset, PM College reviewed what was

already in place to incorporate elements from the existing training and best practices specific to the business environment. These

organizational assets and courses were used to round out a selection of existing PM College courses, so that the program could be

developed rapidly while still including customized elements such as case studies applicable to its work areas.

The program was rolled out with three levels that build on each other to broaden and deepen project management knowledge over

time:

:: The Foundational level is designed for new company employees or those who are beginning their experiences in project

management. Fundamental skills are the focus, including Project Management Essentials and Facilitation Skills.

:: The Applied level focuses on the managerial aspects of project management including Project Risk Management and

Project Cost and Scheduling Management.

:: The highest level, Expert, is for advanced project managers and offers classes and development opportunities in

leadership skills such as Mentoring Project Managers and Developing Positive Relationships.

PM College administered the project management knowledge assessment that is part of its proprietary talent management program

for each new applicant to the program. This assessment is used to place the applicants in the appropriate level and is also used

to verify knowledge for graduation from the Foundational level. At the end of the first year, a review of the responses was done and

questions with a higher “fail” rate were used to identify areas to add and modify training in the Foundational and Applied levels.

The company’s employees must be approved by its managers to seek certification through the program and have a certain level

of hands-on experience. The program has gained acceptance in other divisions. Many used the training courses coupled with

PM College’s PM Professional Coach online self-study tool to gain their Project Management Professional (PMP®) certification

from the Project Management Institute in addition to their internal certification. Internal mentors were assigned to all participants

going through the program to help reinforce the learning. In addition, anyone within the company could take specific courses

in the program for his or her own development. PM College also provided support to communicate and promote program

participation internally.

Pharmaceutical Company’s Internal PM Certification Program Brings More Predictable Project

Outcomes

In the first three years of the program, over 400 participants

attended 30+ courses in the US and Europe in response to

high demand for the training. Skills checklists and project

review documentation were developed for participants to

use on the job, allowing them to apply new knowledge

immediately. Managers reported an improved ability

to communicate project issues and escalate concerns

when required. This led to fewer surprises and improved

predictability.

Training materials were upgraded continuously to address

new challenges in the business environment, with Program

Management being added as a study area in the third year

and virtual learning options added for locations with few

employees.

After the program had been in place for nearly a year, the

company was acquired by a larger firm. The acquiring

company did not have a similar program in place and saw the

value in keeping the program intact and encouraging its own

personnel to participate. Despite organizational changes that

included the disbanding of the sponsoring CPMO, demand

continued and spread to other company divisions outside the

US.

results

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Page 1 of 3

BCN 2210

CONST. MATERIALS & METHODS

BCN 2210 CONSTRUCTION MATERIALS & METHODS

TERM PAPER (INDIVIDUAL) INSTRUCTIONS

I. Instructions  Each student is expected to select one innovative/unconventional construction

material/method and write a journal paper-style essay about the selected material.

 The essay should highlight the characteristics of the selected material/method and compare it with the characteristics of the more commonly used alternatives.

 The students are also expected to make a short presentation videos (5-7 minutes) of their essays. Please find the Term Paper and Presentation due dates on Syllabus Review.

II. Grading  Term paper will be graded out of 100 and weighs 10% in your final grade.

 The paper itself holds 80% of the term paper grade and should include the following components:

1. Cover page and the Table of contents - 2 pages – (0 points, mandatory! Not having a

cover page or a table of content causes 5-point penalty)

2. Abstract – (summary is written after the work on the paper is completed) – 1 page

(5 points)

3. Introduction – about 2 pages (10 points)

Why this topic? Explain the importance of the material/method that you selected. What are

going to be covered? Describe organization of the report.

4. Main body – about 8 to 12 pages (including tables, graphs, figures – each taking not

more than half a page) – (50 points, see breakdown below). The way you organize the main

body of your paper depends on the choice of your topic.

a. Suitable headings/ subheadings/ organization (10 points)

b. Effort in research using multiple sources (10 points)

c. Quality and value of information (10 points)

d. Quality of Tables, Figures, Graphs (10 points) (total space devoted to these should not

exceed 20% of the paper)

e. Quality of your own analysis based on the information (10 points)

5. Conclusions – 2 pages (10 points)

Page 2 of 3

BCN 2210

CONST. MATERIALS & METHODS

compare the selected material with other alternatives, explain when and where you think the

selected material could (not) be used, important considerations when working with this

material, prospect of future use of this material in the construction industry, etc.

6. References (alphabetical order) in correct format – 1 to 2 pages (5 points)

Must have been cited in the introduction, body, and conclusions of the paper properly. Must

use correct and consistent format.

 The presentation holds 20% of the term paper grade and will be graded according to the following criteria:

 Flow: 5 points  Orderliness, clear citation of sources (1)  Purposefulness, clear identification of topics to be addressed (2)  Smoothness of flow (2)

 Style: 10 Points  Holding audience’s attention (3)  Facilitation of discussion (2)  Responsiveness to audience’s questions (2)  Spontaneity (sparing use of notes, with no reading aloud) (3)

 Mechanics: 5 Points  Eye contact with entire audience, facial expressiveness (2)  Fluency (complete sentences, with no filled pauses (uh, like, well, okay?) (1)  Hand and arm gestures, body movement, with no fidgeting (1)  Voice control (pitch, loudness, speed, clear enunciation) (1)

III. Other Specific Formats

 Font and Spacing:

 Times New Roman No. 11 regular font with Double Spacing should be used for the entire manuscript except for the following:

 Title of Paper: Times New Roman Font, Size 14pt, All Cap, Bold Face, Center

 First Heading: Times New Roman, 12 pt, All Caps, Bold face

 Second Heading: Times New Roman, 11 pt, Title Case, Bold face

 Third Heading: Times New Roman, 11 pt, First letter capital, Bold face

Page 3 of 3

BCN 2210

CONST. MATERIALS & METHODS

 Table Captions: Times New Roman, 11 pt, Bold Face, Center

 Figure Captions: Times New Roman, 11pt, Bold Face, Center

 Text should be fully justified. Section headings should align on the left-hand margin. Place a full page of text and figures on each page.

 References

 In the text, cite publications by listing the last names of the authors and the year, i.e. author-date method of citation; e.g. (Sadri and Zhu, 2014). If authors are more than two,

use “et al.” with the name of first author, e.g (Sadri et al., 2013).

 All references should appear at the end of the paper in chronological order as follows:

Duan, L., Loh, J.T., and Chen, W.F. (1990). “M-P-F based analysis of dented tubular

members”. Journal of Structural Engineering, Vol. 21, No. 8, pp 34 - 44

Fang, T.C. (1987). “Network resource allocation using an expert system with fuzzy logic

reasoning”, Ph.D. thesis, University of California at Berkeley, California, USA

Hong Kong MTR Corporation. (2001). Passenger Data for 1990 - 2000,

http://www.mtr.com.hk, mm/dd/yy (date accessed)

Paulson, B.C., and Barrie, D.S. (1992). Professional Construction Management, 3rd

edition, Mcgraw-Hill International, Singapore

Peter, J. (1998). “Development of a risk management model for international joint

ventures”, Proceedings of Second International Conference on Project Management,

Editors: L.R.K. Tiong, National University of Singapore, Singapore, pp. 55 - 67

IV. Submission

Please submit an electronic copy of the paper in Microsoft Word (Name the file as:

YourLastName_YourFirstName_Term Paper.docx, e.g. Sadri_Arif_Term Paper.docx) through the

link “Term Paper” on CANVAS.

V. Disclaimer In case of any ambiguities or conflicting information in the term paper instructions, the students

should seek clarification from the instructor in a timely manner. Lack of understanding of the

requirements of the term paper does not entitle students to extra credits or extension of deadlines.

Industry: Food and Beverage Manufacturing

Services Provided: Program and Project Management, Troubled Project Recovery, Mentoring and Coaching

Company: The client is a global leader in the manufacturing and marketing of pediatric nutritional products and supplements for families throughout the world.

Challenge: To prepare for integration with a new corporate ERP system, the client faced an unmovable deadline for the transfer and conversion of IT Legacy sales, marketing, and manufacturing systems to new software and hardware platforms. The client was divesting itself from a controlling company, which required them to establish their own data centers to house and run their systems, and which charged approximately US $2 million per year to keep the systems on the controlling company’s infrastructure. The move needed to happen quickly and smoothly, as the client’s business was at risk: one program was for manufacturing systems without which the company could not make products; another supported the company’s web presence, including customer service and ordering.

The original program teams, comprising program and project managers from a third-party vendor, were unable to deliver results and the program was in peril. Planning was inadequate, milestones were missed, and delivery dates were not trusted by the client. Over one-quarter of the projected program time frame had passed with very little progress being made on this business-critical multimillion-dollar program.

Solution: The client’s executive leadership council replaced the current vendor-staffed program management team with a new team comprising outside consultants because the requisite experience and knowledge of large-scale IT transformation programs was not present in-house. They selected PM Solutions to perform a quick assessment of the program and provide suggestions for getting it back on track. To achieve the program objectives, PM Solutions quickly assembled a seasoned team of program managers who reviewed and re-planned all programs and, where necessary, assumed control of day-to-day program operations.

VA L U E D E L I V E R E D

The program turnaround im-

mediately saved an estimated

US $2 million in system support

fees by moving applications

in-house. But the real value

was in the untold millions in

revenue saved by preventing

manufacturing disruptions and

avoiding the opportunity costs

of postponing a major sales

and marketing campaign.

$

Under the guidance of PM Solutions’ onsite team, all

individual projects within the program were delivered on

time and were ready for integration with the enterprise ERP

system. A structured project process was implemented,

and the team was willing to challenge the status quo

to simplify the reformulation process. Decisions on

direction were made more quickly, and there was clear

accountability to ensure work was being completed as

planned. Information was communicated with stakeholders

on a regular basis, and timelines were met because the

program elements were organized, tracked, and measured

against an established baseline. This reduced project time

from concept to plan to execution by 80%.

The program turnaround led by PM Solutions immediately

saved an estimated US $2 million in system support fees

by moving applications in-house. But the real value was

in the untold millions in revenue saved by preventing

manufacturing disruptions and avoiding the opportunity

costs of postponing a major sales and marketing

campaign. Best practices were introduced by PM

Solutions’ expert consultants to ensure continued success

in the client’s other imminent enterprise programs.

pmsolutions.com :: 800.983.0388 :: PMO Services :: Program & Project Managers :: PM Training & Development

client successes

results

IT Systems Conversion Program Turnaround

Saves Millions in Business Disruption Costs

at Manufacturing Company

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Industry: Manufacturing, Transportation Equipment & Supplies

Services Provided: Program Management, Project Costing & Scheduling, External Vendor Management, and Mentoring/Coaching

Company: A global company providing land, sea, and air power solutions worldwide. The Company has established leading positions in civil aerospace, defense, marine, and energy markets.

Challenge: With an aging data center and a long-term lease expiring, this company desired to implement a new state-of-the-art data center for its entire North American operations capable

of supporting strategic growth and expansion. After securing $6 million in funding approval and

identifying a new 8,000-square-foot facility location, they were still lacking a proven resource with

prior data center move experience to lead this 10-month, time-sensitive initiative. The Company

did not have an in-house resource with these capabilities and knew they needed the right person

to manage this high-visibility data center move that would serve as the cornerstone of their future

efforts to consolidate other data centers worldwide and modernize their infrastructure.

Solution: With an established vendor relationship already in place, the company turned to PM Solutions who provided an expert program manager with extensive data center move experience. PM Solutions’ program manager led a team of technical IT and engineering

resources, working with additional external resources involved in the program. The first course of action taken by the PM Solutions’ program

manager was to divide the 10-month program into four distinct components with clear objectives as follows:

:: Build out a new state-of-the-art 8,000-square-foot facility

:: Relocate 225 physical and virtual servers along with the supporting network infrastructure to the new data center

:: Perform leasehold improvements on the existing office space and relocate 70 employees from the old data center to their new office

space in the Company’s main office campus

:: De-commission the old data center and return it to the landlord

PM Solutions’ program manager reported directly to the head of the Company’s Global Program Management Office (PMO) and worked

closely with the Company’s Chief Technology Officer for North America as the project sponsor of the initiative. A key attribute of PM

Solutions’ program manager was the ability to work with all groups – from construction trades, to union staff, to senior executives –

possessing a genuine understanding of what each group was doing to accomplish the objectives of the program.

VA L U E D E L I V E R E D

The program management

approach used to deliver

this initiative led by PM

Solutions has now become

the worldwide standard for

large-scale programs and

projects across the client’s

organization.

$

The new 8,000-square-foot data center was delivered

on time and within its $6 million budget. All objectives

were met and there was zero business disruption during

the entire 10 months of the project. The Company now

has a modern data center with the capacity to grow by

an additional 33%, allowing for further consolidation

of operations in the future. The program management

approach used to deliver this initiative led by PM Solutions

has been recognized for its professionalism and now

becomes the worldwide standard for large-scale programs

and projects across the client’s organization.

PM Solutions continues to be an invaluable project

management partner to this company and is currently

engaged in other highvisibility projects within its North

American division.

pmsolutions.com :: 800.983.0388 :: PMO Services :: Program & Project Managers :: PM Training & Development

client successes

results

Consolidating Data Center Operations with Zero Business Disruption

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Industry: General Merchandise/Retail

Services Provided: Developed and delivered a customized Project Management Training Curriculum (6 courses) aligned with company processes.

Company: A Fortune 100 global retailer operating thousands of facilities worldwide.

Challenge: The client’s IT division had an existing project management training curriculum that was not consistent with their processes. Participant feedback indicated that the courses

were not well received and did not help them meet their goal of standardizing project

management processes and knowledge across the organization. The client sought to replace

its current project management curriculum with a series of courses that could be customized to

seamlessly incorporate their processes, deliver the right information to the right level of employee,

and meet their training metrics requirements. The courses had to both focus on company

processes and be compliant with the industry-standard, A Guide to the Project Management Body of Knowledge (PMBOK® Guide)

framework. In addition to the new course content, the client needed instructors who could deliver an engaging classroom experience to

support the adoption of concepts presented in the classroom.

Solution: PM College was called in to customize and deliver a series of courses targeted at different knowledge levels. They began by conducting an initial needs analysis and developing a design document for each course. Working closely with the client during

all facets of development, PM College used its existing PMBOK-compliant curriculum and infused the content with client-specific

processes and terminology. Courses were developed in successive waves, allowing PM College to meet tight delivery timelines.

Pilots provided feedback to fine tune the content and flow of each course for delivery to the full participant base.

To date, nearly 2,000 client employees have participated in

the training program. In the last 18 months, more than 150

courses have been delivered in the US, Russia, Chile, India

and China with more scheduled for these and other sites

around the world. Pre- and post-course assessments show

that participants have demonstrated a 31% increase in their

knowledge of project management tools and processes,

even better than expected. Initial indicators from course

evaluations suggest that the greatest impact of this training

program has been on quality and productivity.

These early indicators have prompted the client to take

measurement to the next level, by putting in place a study

of behavior change to help validate that projects are being

managed more efficiently as a result of the training.

This training program is now in high demand across the

organization, with several other business and operating units

requesting access to the program.

“PMBOK” is a registered trademark of the Project Management Institute, Inc.

pmcollege.com :: 888.619.2819 :: Project Management Training :: Course Customization :: Competency Development

VA L U E D E L I V E R E D

Course participants have

demonstrated a 31% increase

in their knowledge of project

management tools and

processes, even better than

expected.

$

client successes

results

Customizing Project Management Training Drives Process Adoption and Shows Positive Impacts on Quality and Productivity

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Page 3 | © 2016 Project Management Solutions, Inc. (www.pmsolutions.com)

By December 2015, the EPMO was fully

established and the company had the

confidence to undertake the largest

project in its history, according to First

Bank executives.

“I like to think of this engagement as

‘privately held bank with strong values

seeks consulting partner with same.’ It

was imperative that we considered the

values of the organization as we drove

toward results.”

– Roger Bryson, Practice Director, PM

Solutions, Consulting

For this privately held financial services company, a compelling

journey of business transformation started with a good read.

The bank, which operates over 100 branch offices in three states, found itself

at a crossroads. Having spent significant time creating a good strategic plan for

the bank, they wanted to improve execution and delivery. Executive leadership

recognized the effectiveness of aligning projects and strategy; and realized that

the company’s existing project management processes were ad hoc and

inconsistent across IT and business projects.

The company had begun the process of building an Enterprise Project

Management Office (EPMO) and there was energy, support, and sponsorship for

the potential value that an EPMO could deliver. However, initial attempts to get

this organizational transformation program off the ground had faltered.

One of the executive team had read J. Kent Crawford’s book, The Strategic Project Office, which outlines plans to build an Enterprise

Project Management Office. Initially, the bank reached out to PM College in early 2015, with the thought of developing the skills first,

then working toward the structure and methodology. But as the PM College business development representative listened, she realized

that, in order to fully realize the benefits of the training, the bank needed to first create the structure and processes that would give

newly trained project managers the tools to succeed. She took the bank’s overview of their issues to her PM Solutions consulting

colleagues and enlisted their help to frame the problem and its solution.

As a result of those conversations, the company engaged a PM Solutions managing

consultant to advance the effectiveness of the EPMO and related disciplines. The

company identified four key challenges with respect to advancing the EPMO and

associated strategic capabilities:

» Clearly defining pragmatic scope, objectives, and role expectations for the EPMO

» Enabling effective delivery of large projects » Developing organizational capability in project management methods » Providing executive level education to effectively support project

management methods.

CASE STUDY: First Bank

Transformative Leadership Sets a Financial Services

Enterprise PMO on the Fast Track to Strategic Value

Establish foundational capabilities in

project and portfolio management

Launch an Enterprise PMO to link strategy

to execution

Create the momentum that set the

organization on a course for cultural

change.

In a matter of weeks, PM Solutions partnered with

the bank to:

Page 3 | © 2016 Project Management Solutions, Inc. (www.pmsolutions.com)

Bringing in an expert was viewed as the key factor in accelerating the adoption of the EPMO in the minimum amount of time. The

managing consultant quickly established a strong partnership with the new EPMO director. Some of the solutions agreed upon included:

» Partnered to develop a roadmap for EPMO formation, while coaching and mentoring the EPMO team to drive ongoing results. Create a charter and executive steering committee to guide the evolution of a strategic EPMO.

» Conduct Discovery—a process of stakeholder interviews and process mapping—to identify gaps and develop a roadmap to drive subsequent capability improvement.

» Initiate capability improvement efforts based on the roadmap. Where practical, capability improvements were initiated in parallel with roadmap completion.

The managing consultant did not just advise, but also worked hands-on to help accomplish the company’s goals. She accommodated the

bank’s need for urgency by accelerating the Discovery process; which meant that a roadmap for the initiative was in place in half the

time originally planned, allowing the company to move more rapidly into delivery and results.

Project management and project portfolio management (PPM) methodologies were developed, and workshops on the methodology

carried out. An EPMO organizational structure was established, along with role and responsibility definitions and a management

framework.

In addition, the managing consultant conducted a Project HealthCheck on a major

at-risk project and made recommendations to correct the course of the project.

Utilizing the new methodology, this allowed the company to see how a critical

project turnaround could be achieved. The intervention was successful, resulting in

a de-scoping of the project and significant cost savings.

Making Change Welcome

The bank was determined to empower and develop an internal team and make them an integral part of the transformation process. In

alignment with their corporate values, they needed a partner who would implement organization change with them … not for them.

Also in keeping with their culture, it was important for them to enlist their team in shaping and driving the change. The EPMO director

was identified from within the company; an accomplished business leader with a strong process orientation, she readily accepted the

opportunity. Other EPMO roles were similarly filled from promising individuals within the bank. Collectively executives worked to

promote the attitude “let’s get on with change!”

Executives and the managing consultant agreed that the No. 1 priority was doing the right projects, so strategic alignment was a first

step. The PM Solutions consultant helped to identify the portfolio and classify projects, developing a clear list of active and pending

projects and a portfolio process that spelled out how to intake new projects, prioritize, and manage the portfolio. Methodology was

scaled down for quick adoption and staff was coached on necessary behaviors and knowledge. The theme was to promote enterprise

capability first, and project problem solving later.

The methodology was piloted on several projects, across the bank in different departments and different phases of implementation,

from initiation to closure. This varied population of projects ensured that the methodology would be fully tested. The feedback from this

pilot was very positive. Meetings were also held where people could discuss and make suggestions. In addition, training sessions were

conducted for project managers and other key leaders to accelerate adoption.

As a result of the successful pilot efforts, the bank announced that it was standardizing the methodology across the enterprise.

“The theme was to promote enterprise

capability first, and project problem solving

later.”

Page 3 | © 2016 Project Management Solutions, Inc. (www.pmsolutions.com)

» De-scoped a major project using the new project management methodology, allowing the company to spell out

immediate possible achievements

» Guided the enterprise-wide development of a project management culture, a significant organizational change

» Stronger partnership with business leaders and transparency of Project Inventory and Status

» Prioritization of project selection and timing including the declination of projects that did not meet strategic objectives

» 40% improvement in closing projects during first 6 months of EPMO.

Training for the Future

Concurrently with the consulting, PM College provided training that was aimed at culture change, beginning with PM for Executives, and

Project Management Essentials (PME). Multi-level training was targeted for top executives, functional managers, and the core team of

project managers with the goal of building executive sponsorship skills and establishing consistency of language and process at all levels

of the organization.

By March 2016, the organization launched the largest project in its history. The

EPMO’s project management framework and governance provided the Bank’s

leadership confidence that the project would be successful. Further training was

planned to supplement and support the efforts of the project managers to this

initiative. Business managers and key individuals assigned to the project were

provided with the Project Management Essentials course along with Strategies for

Effective Stakeholder Management. In addition, executive leaders participated in

the PM for Sponsors training, preparing them to work with project managers, ask

the right questions, and understand the process. Coaching and mentoring

continues to be delivered to the team of project managers to support their

leadership development.

The Partnership Difference

The consulting engagement lasted just 16 weeks; and all parties agreed that the momentum established in that brief time was

“astounding.” Training, consulting and mentoring continue as project management becomes fully institutionalized across the business.

This cross-pollination of consulting and training was the key to a holistic approach of driving culture change, in which the communication

style, deliverables, and process synched to the bank’s most pressing strategic objectives. Executives and PM Solutions representatives

agreed that the success of the project was attributable to the involvement of senior executives, paired with a consultative approach that

melded with the bank’s values: putting employees first and prioritizing “doing the right thing” over lower-level tactical solutions.

Combining agility in responding to operational needs with a right-sized methodology and an EPMO that hit the ground running, the bank

faces the future with the structure and tools it needs to engage employees, execute strategic projects, and support continuous

improvement.

Establish EPMO and mentor leader

Develop and implement foundational PM

and PPM processes and methodology

Identify training needs and deliver training

and mentoring

Project Health Check Assessment and

recommendations

Establish roadmap for ongoing capability

improvement.

Services Rendered

Business Impacts

Industry: Security, Manufacturing, Human Resources, Research and Development

Services Provided: Project Management, Organizational Change Management

Company: The client is a global leader in the provision of threat detection and screening technologies for military, transportation, Homeland Security, and resilience applications.

Challenge: The company needed to consolidate operations and relocate their U.S. headquarters. This involved closing the existing headquarters, retaining or relocating key

employees through the move, relocation of numerous operations including customer services,

accounting and finance, and research and development laboratories. The objective was to

save operating costs and create improved opportunities for customer service and scientific

collaboration. PM Solutions was brought in after the project had been initiated; the company

had already announced the closures and moves to employees, customers, and public. Cost

and savings expectations had been announced to the company board. Additional challenges

included:

:: Specific state laws regarding human resources notifications

:: HQ was moving to one facility, while many services were moving to another

:: No down time in customer services was permitted

:: Relocation and removal of Hazardous Materials

:: A major SAP change was required to accommodate changes in accounting and operations.

Solution: Working with the client, key personnel, and various stakeholders, a collaborative team was established to rapidly assess the issues, challenges, and legal requirements to expedite execution of the move. PM Solutions’ Senior Project Manager worked

with a team of a client-provided Project Manager and Project Finance Manager to reduce risk by creating and managing a program

of key employee retentions and relocations, as well as managing the critical path of legal notifications and tasks. Progress was

accelerated by defining the requirements for all departments and provide all necessary facilities in the new locations.

VA L U E D E L I V E R E D

Consolidation and relocation

of U.S. headquarters was

completed on schedule and

$3 million under budget.

The project included closure

of the former headquarters,

management of the

relocations, retentions, and

rehiring of key personnel.

$

The relocation project was completed on schedule and

$3 million under budget. The project also coordinated

with other essential programs at all sites to accommodate

moves, customer services, training, and manufacturing.

“A major relocation like this requires precise execution

— with no room for error. We trusted PM Solutions to

orchestrate all the moving parts, and they delivered. Our

investment decision to bring in outside expertise paid

for itself many times over considering what we saved in

expected costs.”

— Director of Communications, Client

pmsolutions.com :: 800.983.0388 :: PMO Services :: Program & Project Managers :: PM Training & Development

client successes

results

Security Technology Firm Relocates U.S. Headquarters on Schedule and $3 Million under Budget

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Industry: Industrial Machinery for the Oil & Gas and Power Generation Markets

Services Provided: Project Management, Project Scheduling, Vendor Management

Company: A provider of highly efficient turbine-driven gas compression, oil pumping and power generation packages for onshore and offshore applications worldwide

Challenge: With increasing logistics and labor costs threatening to seriously impact profit margins, the company’s supply chain sectors in North America saw a need for

improved material management to meet rising demands for order accuracy while increasing

productivity and reducing costs. The major challenges they faced were overhead control

issues such as inaccurate inventory counts, shipping errors, receiving errors, and a need to

improve delivery speeds.

Analysis concluded that improvements would best be achieved by substituting technology

for potentially error-prone human activities such as receiving, putaway, picking, shipping and

inventory counting. Providing an automated means for data to be conveyed directly from the

warehouse floor into SAP’s Supply Chain Management (SCM) software rather than via a manual counting and recording process

would improve accuracy, reduce overhead costs, and provide real-time supply chain visibility.

Solution: The organization decided to take advantage of radio frequency (RF) automation and SAP integration within the warehouse to achieve optimum supply chain efficiency and productivity. Midway through the project, it became apparent to the

company that they did not have the appropriate level of project management capacity available in-house. They called upon PM

Solutions to provide a senior-level project manager to lead the “North America Program Team” in the implementation of a warehouse

RF solution for the final third of the project duration. PM Solutions’ project manager immediately assumed responsibility for

developing and managing the overall project plan, which consisted of three distinct components:

:: Install shop floor wireless network

:: Build, configure, and connect Radio Frequency devices

:: Incorporate RF-associated SAP changes

PM Solutions’ project manager performed the roles of project manager and system integrator, being responsible for overseeing

requirements gathering, systems design, procurement and installation of the necessary hardware and software, and coordinating

user acceptance testing.

VA L U E D E L I V E R E D

Thanks to a retooling of the

materials management system

incorporating radio frequency

(RF) automation, the company’s

warehouse accelerated delivery

speed of parts by 66%,

creating a significant reduction

in overall time-to-market. This

complex automation project

came in on time and more than

18% under budget.

$

The new RF solution was delivered on schedule and more

than 18% under budget. The biggest gains from this

implementation were improved inventory accuracy and

increased productivity. The expected delivery speed of

parts from the warehouse was reduced by 66% (from

24 hours to 8 hours), producing a significant improvement

in overall time-to-market. This successful project laid the

groundwork for subsequent operational improvement

initiatives now underway at the client’s locations in the US

and Europe.

pmsolutions.com :: 800.983.0388 :: PMO Services :: Program & Project Managers :: PM Training & Development

client successes

results

Wireless Warehouse Initiative Transforms Materials Management Operations and Improves Delivery Speed by 66%

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Industry: Consumer Finance

Services Provided: PMO Team Development, Program Management, Project Scheduling, Business Process Improvement, Methodology Enhancement,

Measurement and Metrics, Mentoring / Coaching, Agile Techniques, Workflow

Monitoring and Management

Company: A consumer finance company with locations across North America

Challenge: Changing state and federal regulatory compliance challenges caused this company to reinvent its custom-built storefront and home office systems. The IT

and PMO teams were geared more for operational maintenance rather than for the

complexities of developing new systems. This resulted in an overwhelming workload

and schedule overrun measured in years. Project personnel had suffered through

turnover of staff and technologies, requiring numerous restarts and integration

pmsolutions.com :: 800.983.0388 :: PMO Services :: Program & Project Managers :: PM Training & Development

client successes

PM Governance Combined with Agile Tools Improves Delivery and Quality of Financial Services Programs

VA L U E D E L I V E R E D

A years-overdue project was

brought to Operational Pilot,

saving millions in development

time. By applying agile

techniques the throughput of task

completions over time improved

by 400%, while rejection rates

of work submitted for QA testing

dropped from 30% to 5% over six

months.

$

PM Solutions is a project management consulting firm that

helps PMO, project, and business leaders apply project

and portfolio management practices to drive performance

and operational efficiency. Comprehensive offerings include

PMO transformation, project portfolio management process

improvement, program and project management resources,

and corporate training and competency development

delivered through the training division, PM College.

Agile Tools and MethodsAgile Tools and Methods

•• Scrum meetingsScrum meetings

•• Small team leadershipSmall team leadership

•• Sprint planning sessions with BA, QA, Sprint planning sessions with BA, QA,

and business owner inputsand business owner inputs

•• Bimonthly sprintsBimonthly sprints

•• Information radiators using Atlassian’s Information radiators using Atlassian’s

JIRAJIRA

•• Burndown progress chartsBurndown progress charts

•• Completion metricsCompletion metrics

•• Quality assurance metricsQuality assurance metrics

•• Kanban for process flow trackingKanban for process flow tracking

•• Work in Progress (WIP) limits for Work in Progress (WIP) limits for

improved time managementimproved time management

•• Use of story formats for task namingUse of story formats for task naming

•• Use of EPICs to sync with the work Use of EPICs to sync with the work

breakdown structurebreakdown structure

about pm solutions

challenges. Even basic business

requirements needed to be re-

initiated. Little progress other than

some “wire frame” models and

discarded technologies had been

realized.

Solution: The company reached out to PM Solutions for a senior-level program manager to take charge of the situation. He recommended a “back to basics”

approach, including a full project review and the establishment of stakeholder

ownership and project governance. Business requirements were then developed

to guide the team in the work necessary to succeed. Gradually introducing agile

techniques permitted a quick restart, with a series of sprints to develop “proof of

concept” components of the system.

The company already had Atlassian’s JIRA system for operational maintenance,

and PM Solutions expanded JIRA’s use by creating workflows and tools to apply

the agile approach to a new development project. Embedding the PMO business analysts and quality assurance personnel with the

developers helped to improve timeliness and success rates for delivered work.

To help pace the work, a Kanban approach was introduced; this also assisted project management in tracking deliveries and

reporting progress to the stakeholders. Workload assignment overloads in a department tasked with supporting both new

development and operational systems, threatened to derail the project; however, introducing work in progress (WIP) limits improved

work throughput, and management effectiveness for the team.

The company next employed PM Solutions to develop a change management system that emphasized the early management

review of requirements and authorizations prior to work being assigned. This reduced the overall workload for the IT Department and

permitted company leadership to take part in priorities and resource utilization decisions, and focus on the “must haves” before the

“nice to haves.” Transparency in the system reduced the impact of politics in getting tasks and projects prioritized in the information

systems departments.

After numerous restarts and turnovers of staff and

technologies over the five years prior to PM Solutions’

involvement, the assigned consultant helped the PMO

reorganize the development team to include project

management, stakeholder governance, business analysis,

and quality assistance. With a team of up to a dozen

developers, the system was redesigned and delivered to

stores in four states as a production pilot in two years. The

team now focuses on improving and developing systems

in more states, taking into account complex differences in

federal and state legal requirements.

Employing Kanban via JIRA, and a theme of “stop starting

and start finishing,” the throughput of task completions

improved from about one task in 20 hours to one in

five hours of development time. Improved requirement

definitions, and quality assurance participation in

planning also played a large role in the improvements to

throughput. Rejection rates of work submitted for QA

dropped from 30% to 5% over six months running up to

the pilot deployment. Workflow and success rates are now

measured and monitored weekly and monthly. When some

IT managers reverted to a more “traditional” workflow,

rejection rates increased and throughputs slowed.

Active governance was applied to bring work practices

into conformance with the new, proven processes,

demonstrating the value of a strong metrics and monitoring

program.

results

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pmsolutions.com :: 800.983.0388 :: PMO Services :: Program & Project Managers :: PM Training & Development

client successes

“PM Solutions was a tremendous help in getting us organized and focused. “PM Solutions was a tremendous help in getting us organized and focused.

The implementation of agile methodology with a Kanban approach was The implementation of agile methodology with a Kanban approach was

great for getting our development team workload to a manageable level great for getting our development team workload to a manageable level

and thus improved our output. and thus improved our output.

“Our PM Solutions’ consultant was professional and a great mentor and “Our PM Solutions’ consultant was professional and a great mentor and

coach, introducing many new ideas to help the PMO.” coach, introducing many new ideas to help the PMO.”

— PMO Manager— PMO Manager