Navigating Project Excellence: The Crucial Role of External Consultancy in PMO Implementation

In the intricate world of project management, our internationally certified FBE consultants play a pivotal role, guiding clients through a collaborative journey that spans meticulous project initiation to strategic standardization. Discover how external consultancy goes beyond traditional advisory, becoming the catalyst for transformative project management landscapes.

The role of external consultancy in project management

In the role of external advisors, internationally certified FBE consultants provide support to clients during the implementation of strategic projects. The collaboration takes place through training, workshops, consultations, coaching, audits, and at the highest level, also through methods of designing organizational transformation such as PMO (Project Management Office).

The process of collaboration

During the initial phases of collaboration, it is standard practice to review the project’s mission and business case, define critical success factors, conduct a stakeholder analysis and gather their requirements, and establish indicators and methods for measuring their achievement. Decompose goals into work packages, identify project tasks, estimate timeframes, determine the sequence of tasks and the project’s critical path, allocate resources preliminarily, and perform a risk analysis.

Focusing on the next stages of the project

In the follow-up phases, we focus on implementing the right communication strategy, developing the skills of the project team, supporting horizontal and vertical escalation mechanisms, creating buffers, and ensuring the critical chain. Monitoring performance, analyzing deviations, implementing corrective actions, project controlling, demand and procurement planning, supplier selection, and management. Risk monitoring and control, optimizing resource utilization in a multi-project environment, knowledge management, project auditing, and quantifying measurable benefits.

In addition to supporting the ongoing strategic project, the organization is also creating conditions for standardizing project management in accordance with the best practices of IPMA® – International Project Management Association and PMI® – Project Management Institute.

Examples of project management

Case Studies supported by FBE

Transformation and Standardization PMO

Customer: World leader in mineral insulation production.

Problem/Opportunity: Support for standardization of project management
Used methods and tools:  Coaching the transformation of PMO at a group level, training sponsors and project managers on new processes in more than 10 countries. Co-creating PMO documentation, and deploying plans for optimized workflows.

Achieved improvements: The result is a calibrated process across the management levels of the group in the areas of Strategy, Operations, Technology, Logistics, Sales, Marketing, and Maintenance.

Establishment of PMO and preparation for ISO certification.

Customer: Member of the European group of a provider of modern employee benefits.

Problem/Opportunity: Support of strategic IT project, assistance in establishing a PMO, and preparation for ISO certification.
Used methods and tools: Cost/benefit analysis, logical framework, PERT, gap analysis, RIPRAN, value stream mapping, Pareto, Ishikawa, waste analysis (VA-BVA-NVA), responsibility assignment matrix.

Achieved improvements: The result is a renewed ISO without findings, and within 2 years of PMO establishment, projects are within the tolerance limits of the set time and cost deviation.

Project Management Maturity Assessment

Customer: World leader in technological production

Problem/Opportunity: Assessment of project management maturity and identification of potential for improvement.
Used methods and tools: Quality Function Deployment, Benchmarking, Requirements Traceability, Automation and digitization of processes. Layered Auditing, RACI matrix, Waste hunting, Gap analysis, Action plan, Certification of project management experts

Achieved improvements: Aligned end-to-end process with project management requirements and company stakeholder expectations

Strategic planning of the project portfolio

Customer: Slovak subsidiary of a global electrotechnical concern

Problem/Opportunity: Set the project portfolio with regard to the company’s strategy
Methods and tools used: Defining the vision and mission, Hoshin Kanri / x-matrix, deriving KPIs and PIs, redefining measurement systems for KPIs, creating a steering committee, setting communication and escalation flows, PMO standardization, project life cycle management

Achieved improvements: Orientation of the company to results, participatory planning, acceptance of the direction of the company by stakeholders, early control and reaction mechanisms, better use of resources for strategic projects

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