A major automotive tier 1 supplier engaged Eastyoke to set up and run a PMO for the 200-strong engineering department at one of its key European R&D sites. Eastyoke assigned one of its most experienced consultants to the client, a mature individual with a long track record of successfully running engineering departments and multiple concurrent R&D projects.
Eastyoke’s consultant quickly established a bond with the key opinion formers, introduced immediate improvements in project governance and set up the standards and management processes which formed the basis of the new PMO. It took 6 months for the new processes to become sufficiently bedded in across the department, such that, towards the end of that period, the consultant started coaching one of the client’s own senior managers to assume control of the PMO.
Our consultant left after 8 months but keeps in regular contact with this client. We are happy to report that they continue to optimise the PMO and that it is now a key part of their business culture.
This multinational speciality chemicals company (turnover £4bn) engaged Eastyoke to set up a corporate-wide PMO function to oversee new product development (NPD) across R&D sites in the Americas, Europe and Asia. This was a large scale PMO overseeing in excess of 200 NPD programmes. Eastyoke assigned one of its senior interim managers to work with the client’s senior management team, in particular the Commercial and Technical VPs, planning and deploying the new PMO processes.
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This client develops and supplies IPTV technology and networking infrastructure to telecoms businesses worldwide. They asked Eastyoke to investigate why their projects routinely missed deadlines and overran budgets. Eastyoke conducted an audit of recent projects and identified a number of recurring issues with project delivery. We recommended that the client establish a PMO to encourage best practice in project management and to provide the board with better oversight of development projects. Eastyoke provided an interim manager to set up and run the PMO, embed the processes and then supported an in-house manager to take over the running of the PMO.
A UK vehicle manufacturing plant was struggling to hit output targets in the face of multiple business challenges. Not only had they recently launched a new model, but volumes of more established models were also growing. Meanwhile, the parent company was pushing plant management to outsource the line supply processes to a corporate approved 3PL supplier. A perfect storm of change!
Local logistics management realised they needed to establish a PMO so as to better manage the multiple changes facing the plant. Eastyoke won a competitive tender to establish and – for an initial period of 12 months – run the PMO. Given the complexity of the task, we assigned one of our most senior people to manage the task. She worked alongside the client’s key managers to put in place a PMO, laying down ground rules for projects, setting standards and providing a forum for project oversight and control.
Not only has the PMO been successful in ensuring projects are delivered but significant savings and efficiencies have also been found and the contract has recently been extended for a further period of 12 months.