Client's Situation
Frequent project delays and budget over runs, duplication of effort among internal team and outsourcers, changes managed poorly through-out projects, accountability for all participants unclear
Our Objective
Establish an agreed basis for improving / streamlining Real Estate project management operations
What we did
- End to end processes were analysed using Business Process Management and Lean Analysis tools, techniques and criteria
- 33 processes were prioritised and received more focused attention for detailed root cause analysis and change definition
- Observed problematic areas
- Identified future operating principles with outsourcers
- Designed future process with common understanding of activities, roles, handoffs, information definitions, supporting behaviours
- Prepared tactical plan for implementation for all aspects of change: tools, process, business rules, RACI, communications, measurements
Results
- Real estate project management processes redesigned
- Multiple accountabilities for projects between the Bank and the Outsourcers shifted
- Project governance and change management process enhanced
- Adopted renewed principles of working together
Samples Deliverables
Current State Analysis
Categories of Proposed Solutions
(Non-Client data for illustration only)
