Control of a critical project for a strategic customer

The company had committed itself to a record-sized delivery project for a strategic customer. Once the project started, the management quickly realised that they lacked the capacity to run cross-functional delivery projects alongside their other activities, so they brought in external help before the customer was affected.

First, Level21 appointed an experienced project manager who immediately got the project under control. At the same time, another consultant from Level21 started a cross-functional survey of existing project management and methods along with the company’s staff. Additionally, a consultant from Level21’s management coached the company’s managing director and management group.

After a while, one of the Level21 consultants could step back and hand over project management to an employee at the company, but with continued coaching and project support. The other consultant’s survey had resulted in a programme of improvements, including training, which began on a relatively wide front following a management group decision. Monthly coaching continued for the managing director and management group.

There must be immediate action in challenges of this kind. This minimises the risk of disruption for customers, while ensuring that the affected staff keep up with the relatively quick changes that are necessary. The customer project is now on track and the challenges are the normal ones.

Control of a critical project for a strategic customer
Control of a critical project for a strategic customer
More effective project portfolio management
More effective project portfolio management
Accelerated business area growth
Accelerated business area growth
Reduced costs for indirect purchasing
Reduced costs for indirect purchasing
Interim manager who implemented change
Interim manager who implemented change