TWO PORTFOLIO'S INTO ONE
Achievements:
Succeeded in integrating plans, prioritisation processes and capacity planning across merged PMO.
Scope:
EDF’s acquisition of British Energy resulted in need to consolidate Portfolios and PMOs.
What Bob did:
Engaged to execute consolidation. Reviewed portfolios of both organisations; created consolidated projects list for prioritisation; reviewed project management methods and capabilities; led introduction of PMO best practices; and coached teams in both organisations to consistent standard in programme and project management processes. Managed the change control procedure.
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CHANGE MANAGEMENT TO CREATE PORTFOLIO
Achievement: This directly impacted 20% of BP’s processes. As a result, benefits were seen in over 600 projects with a combined value of $300m.
Project scope:
BP decided to create a global centre of excellence for portfolio management. They needed a system to track and monitor financial and project progress to ensure they could measure profitability effectively.
What Bob did:
Bob created a blueprint and a comprehensive plan that covered configuration management, data migration, budgetary control, risk, issue, internal marketing campaign and resource management.
We delivered business change and the technical deployment of a new real time financial, portfolio, programme & project management (ERP/MIS) system based on Planview.
We managed stakeholders throughout the supply chain (refining, distribution and marketing) across the central IT function and the global BP business. With commitment from top level BP management, the integrated financial and portfolio management system was launched across BP’s second largest division. Ensured buy in and secured delivery.
What the client said:
"This particular project was very challenging as it entailed a significant amount of change management to bring four disparate processes into one. You managed this well, which the results demonstrated.” Project Director, BP
Achievements:
Succeeded in integrating plans, prioritisation processes and capacity planning across merged PMO.
Scope:
EDF’s acquisition of British Energy resulted in need to consolidate Portfolios and PMOs.
What Bob did:
Engaged to execute consolidation. Reviewed portfolios of both organisations; created consolidated projects list for prioritisation; reviewed project management methods and capabilities; led introduction of PMO best practices; and coached teams in both organisations to consistent standard in programme and project management processes. Managed the change control procedure.
________________________________________________________________________________________
CHANGE MANAGEMENT TO CREATE PORTFOLIO
Achievement: This directly impacted 20% of BP’s processes. As a result, benefits were seen in over 600 projects with a combined value of $300m.
Project scope:
BP decided to create a global centre of excellence for portfolio management. They needed a system to track and monitor financial and project progress to ensure they could measure profitability effectively.
What Bob did:
Bob created a blueprint and a comprehensive plan that covered configuration management, data migration, budgetary control, risk, issue, internal marketing campaign and resource management.
We delivered business change and the technical deployment of a new real time financial, portfolio, programme & project management (ERP/MIS) system based on Planview.
We managed stakeholders throughout the supply chain (refining, distribution and marketing) across the central IT function and the global BP business. With commitment from top level BP management, the integrated financial and portfolio management system was launched across BP’s second largest division. Ensured buy in and secured delivery.
What the client said:
"This particular project was very challenging as it entailed a significant amount of change management to bring four disparate processes into one. You managed this well, which the results demonstrated.” Project Director, BP