More effective project portfolio management

The company had problems with delayed projects, resource conflicts and unclear work in the steering group. Projects to generate new business often had to make way for the emergency management of current problems, so the management decided to get help to improve the management of projects and project portfolios.

Level21 surveyed the factors controlling the project and established a cross-functional process for product and technology roadmaps. Objective selection methods for steering groups were introduced, along with improved resource management. The development of methodology and working methods was supplemented by developments in expertise and leadership. Governance, working methods, culture and transparency are decisive for success in this field.

The improved working methods were tested in real projects and implemented alongside the customer. Methodology was documented in a project handbook.

The result is a well-grounded project portfolio that supports the company’s strategy and is customised to its actual capacity for execution. Decisions were improved through greater transparency. Reducing the number of projects that were run in parallel increased speed in the organisation and in projects.

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