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Introduction of a Project Management Office
into a blue-chip organisation that was driving through
a major change project. This meant developing the project
framework, project documentation and project governance
structure to ensure visibility, accountability and control
across a number of projects. |
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A contact centre audit on behalf of
a major television based travel operator. The audit highlighted
the need to completely overhaul the sales operation, implementing
a management model as well as refocusing their recruitment,
training, development and performance management processes.
Consistency of performance was key to the success of the
team and by introducing the systems recommended the organisation
could start to realise real benefits. |
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Documenting key operational processes on
behalf of a global organisation’s project management
function. Whilst the project framework for the company
was reasonably mature and ensured delivery of projects,
the operational processes that kept the wheels on the
bus operationally were less advanced. This meant that
engagement of resources in time for project initiation
was problematic and monthly cost centre and project status
reporting was less than ideal. By documenting the processes
and involving all impacted functions, the team was able
to achieve some of its departmental KPIs around utilisation,
time to engage resources and report against project quality. |
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