There was no dedicated project management department.
Projects were implemented by account managers.
50% of projects were delivered too late or with bugs.
Due to different skill set between account managers and project managers the company was not able to scale up.
New clients came on board rapidly of which some were market leader in FMCG industry.
Approach (Selection)
A department called Project Delivery Office was established with the following mission
"Ensuring effective and efficient delivery by defining corporate standards whilst working together towards the common goal of happy clients."
A framework of the three pillars of people, tools and processes was created and implemented.
Project management methodology was implemented.
Ways of working defined; within PDO team, but also in interaction with other teams.
Several templates, checklists, processes (such as handover from sales to delivery) as well as the master project plan were created.
Team forming activities such as strengthsfinder, MBTI and Share-Learn-Unlock sessions were introduced.
A new team was established a bit later: the Service Excellence team supporting project managers as well as engagement managers
helping the managers to focus more on their core role.
Results
After the PDO was established 100% of all project were delivered on time, within the budget and with happy clients.
Company was able to scale up and delivered multiple complex project in parallel.