A large construction management company with offices across the US was faced with decreasing operational efficiency of their Project Management Office (PMO). To foster a more efficient revenue growth, the leadership team was looking to increase the capacity of their PMO labor resources, reverse the current negative reimbursability trends and improve the overall management performance system.
An assessment uncovered four key themes of opportunity:
- Excessive and burdensome administrative processes
- Lack of a standard project resource planning methodology
- Minimal KPIs related to operational efficiency
- Misalignment to the executive leadership team’s goals
Over the course of eight months, the Carpedia team worked on-site with the client to implement a blend of process, management behavior, and planning solutions.
Key changes included:
- Developed a resource forecasting tool to plan ideal staffing mixes for future projects and provide enhanced structure & predictability to hiring needs
- Developed a PMO responsibility matrix for clarity & alignment to the future state processes
- Developed a Performance Dashboard to give visibility to variances between planned & actual operational efficiency KPIs at all levels of the organization
- Developed and implemented process changes to eliminate, reallocate & simplify ten key workstreams in the PMO
- Identified best practices across the various business units to improve consistency
The Results
This engagement led to an improved PMO work-life balance and increased revenue per dollar spent on labor. Alignment in planning, tracking, and communication has also provided a sustainable management performance system. Moreover, leaders have the visibility to identify and address operating variances as they occur and the tools to communicate their results to the team. Due to the success of this initiative, our client chose to engage Carpedia to implement these changes across their remaining 14 offices.
