As part of the annual planning process, the International Logistics Director of a major UK & International Retailer was required to put together a capital investment proposal for Change projects.
STAR Stories Indi
AI & Machine Learning saved the bank $5m
A potential compliance issue was expected to require an additional 950 FTE in Operations to solve. The CEO of the bank asked Technology to look for alternative AI and Machine Learning based solutions to reduce the additional FTE required in Operations to achieve compliance.
Realising cross-department synergies through CRM implementation
The client, a large further education college, needed to improve results in their relationships with external contacts. They had engaged a Microsoft Dynamics CRM provider and needed additional project management capability to implement this new tool.
Delivering engineering strategy through leadership team development
The engineering leadership team of a transport business needed to better develop, articulate and deliver their strategy. They had previously identified objectives but progress had stalled (‘day job’ taking priority) and activity was more often ad hoc and uncoordinated.
Surfacing issues and creating ownership through visual management
The senior leader of a construction team wanted the team to resolve issues more rapidly to better support project delivery needs.
How unlocking silos with an ‘unconference’ improved delivery efficiency and effectiveness
This team within a traditional transport business found that hierarchies were preventing truly effective collaboration. The team were completing project planning and preparation, and about to move into delivery – requiring faster pace and proactive support across disciplines.
Reduced rejection of business cases by implementing project process framework and check points
• Was engaged to provide governance oversight to a portfolio of projects. • Projects were often poorly prepared for staged funding approvals. • Delays to funding approval and hence delivery were common, and Internal Audit had recommended that this situation should be rectified.
Improved financial control enabled a project portfolio to deliver within a constrained budget
I was engaged by a Portfolio PMO with an unprecedented focus on project finances. They had been tasked with ensuring the project portfolio could be delivered within an immutable annual portfolio budget, which had just been cut by 30% due to challenging market conditions.
Kept projects fit for purpose, on time and on budget by keeping project changes in check
• Was engaged to support a multi-year, multi-site, multi-project programme, for which the detailed design for later phases was left open to accommodate the changing needs of the business. • As a result, the programme encountered a large number of requests for changes to the original design: some of them useful; many of them less...
Improved project estimation and delivery capability (right first time) by creating a dynamic programme schedule
• Was engaged to support a multi-year, multi-site, multi-project programme. • The programme had no schedule in place.
