Fueling the energy industry
Challenge
A company that’s a leading supplier of energy products and services, and a major generator of electricity through nuclear and fossil fuel-burning facilities, approached us when the company wanted to upgrade its Primavera software from P3 to P6, the enterprise version. The challenge involved integrating Primavera’s scheduling software and the company’s work management system so the two would work in concert, which would greatly increase efficiencies.
What we did
We sat down with the appropriate players from the nuclear and fossil teams to develop and roll out an integration approach that was based on the company’s goals. We developed an executive approach for Key Performance Indicators via the Web, working side by side with the company’s IT department to ensure that the software changes stayed within corporate standards while still meeting the needs of other departments.
Result
We developed a near-real-time system to communicate between the work management system and the Primavera scheduling software to allow for timely management of schedules that would allow management to review progress on any aspect of a project at any time. We also created Primavera user manuals, provided customized training, standardized the Primavera software for the entire company and developed dashboard reports for company executives.
When workforce trends don’t work
Challenge
A national manufacturer was experiencing an aging workforce and a lack of internal workers to make up for forecasted sales growth. The company came to us for help in forecasting the impact of its resources.
What we did
We sat down with the company’s team to familiarize ourselves with its concerns and the issues involved. After researching the issues, we created computer models that compared various approaches to the situation and then created models that compared approaching the situation internally or outsourcing it. We offered options to manage the future and overcome workforce issues without losing marketshare.
Result
The company used our recommendations and made decisions to manage resources.
It’s fourth and long, punt?
Challenge
The construction team that was building a National Football League stadium hired us to help with an incredibly aggressive plan to renovate and expand the stadium in 20 months. Our role was to support the project’s scheduling and project management.
What we did
We didn’t panic, but we could’ve. With such a tight schedule, it was imperative that all the parties involved focus on the critical path. We met with the key players and identified what that critical path was and got buy-in from everyone to work toward those paths. We identified potential problems areas and worked through scenarios with the parties that would be most affected, to anticipate problems and develop solutions with project management teams. And lastly, we stayed vigilant with all parties to keep the project focus.
Result
We met our deadline. The stadium project was completed in time for the team to lose its home opener.
When new products hit the ground running
Challenge
A large international manufacturer approached us with its plans to upgrade all its products and introduce them to the marketplace. We were hired to help with the necessary steps to accomplish that, from the design steps to sales, using a global approach.
What we did
We first worked with the team to create standard project schedule templates for each major phase of the process. We determined that communication with all parties involved in the project was critical, so we scheduled quarterly update sessions to ensure all aspects of the project were moving forward smoothly. We also researched global business issues and standards in that category and anticipated the impact into our plan. This was important to help us determine pricing and manufacturing levels. And lastly, we integrated Primavera software into the company’s new-product process to make recordkeeping, budgeting and management more efficient and cost effective.
Result
With our plan in place, the company could forecast the new product’s release dates to help the marketing and sales departments gear up for their launch programs. The company was also able to track the impact of changing global standards, improving our ability to be competitive.
Dear auditors, we’re now compliant
Challenge
A large Southern bank needed to institute an electronic tracking system for computer maintenance conducted by its IT department. The tracking system was required for auditing purposes.
What we did
We worked closely with the IT department to analyze the maintenance-request process and clearly identify the types of reports that were needed to satisfy the auditors. We used Primavera software to help us track the entire process, from the initial request to IT’s response, to the work conducted and the reports produced. It also was tied into the bank’s timesheets for more efficient recordkeeping.
Result
The new system was a big success, and the auditors were happy (that’s important). It’s been tracking IT maintenance for over seven years now.
Straighten up & fly right
Challenge
The application development team for one of the world’s largest airlines used Primavera but the company wanted a more uniform approach to coordinate with other methodologies, project management and timekeeping software. The airline also wanted to forecast resource usage to better predict labor needs
What we did
We created custom training programs that extended beyond Primavera and included software quality assurance, basic software schedule building and software configuration management that created a consistency through planning various projects. We mentored coaches to better support the user community, created reports to help forecast resource needs and supported the user community through various hour-long (brown bag) seminars.
Results
The airline could generate reports and project templates from Primavera to provide better visibility for project performance.
When is a SAP not a sap?
Challenge
The IT department for a large manufacturer was implementing SAP with the help of various “Big Eight” consulting agencies that were charged with implementing SAP components. The company hired us to help the Project Management Office tracking the consultant workforce time and progress using Primavera software. |
