ProjectExperts: Our Customers' Success Stories

ProjectExperts offers PM Learning, Project and Program consulting and coaching services, PM methods improvement, and a range of PM products. The Customer Success Stories below are a representative sample of a range of those offerings, over the last 28 years.

Aerospace Leader Manages More Projects Without Adding Staff
They came to ProjectExperts becasuse they had turned down $17 Billion in billable contracts in that year--they were not confident they could manage the resulting additional programs. Fortunately, this client was already trained in the competitive project and program management methods of the ProjectExperts.

We set up a cross-program PMO, reviewed their processes, increased the consistency of program milestones and roll-up reporting, improved cross-program dependencies and communications, improved vertical and horizontal prioritization and communication, and the following year, they added another $21B in contracts without adding any program staff (there were manufacturing increases, of course).

Big Eight Consulting Firm Wins More Bids, Profits More on Bids Won
Succeeding at one of the of the two actions in the title is easy. Win more bids by bidding lower. Make more profit by bidding high. Both together requires an organization committment. This "Big Eight" firm selected us to help them achieve that goal. To do so, we reviewed and improved their estimating, bidding and risk management methods. We wrapped our highly differentiating and unique PM methods around their Systems Engineering methods, developed a custom PM Workshop for their Senior Consultants and Managers, and trained their trainers in rolling it out worldwide. Not only did they move from #4 to #2 in the Big 8 ranking, their newfound approaches transformed the way consultancies estimate and bid projects, and manage risks, still today, over 22 years later.

Leading Oil Company Improves PM Performance, Via Managers In the Middle
Already incredibly effective and a market leader, this "Big Oil" company knew it could perform its projects better. Based on an organization-wide performance assessment, ProjectExperts identified the communication and action-effectiveness of the Managers in the Middle to be a significant area for improvement. One result: A 3-day workshop, called Managing Project Managers, that had the unofficial title, "Up, Down or Out."

In this workshop, Managers learned the vast repertoire of actions they can take to add value to every project they touch. Then, they identified how they did so. Those who could not demonstrate their value had other job options. Those who could show their value were promoted. The net result: Significant project improvement on all success measures over a three-year period.

USA's Shortest Program Saves Warship Building Capacity
If you have just a bit over two years to demonstrate a complete, end-to-end Product Data Management System, and it will take more than three; if you have 12 IT staff and peak staffing needed would be 60; if even then there is a less than 50% chance of success, what would you advise? If the consequence of failure is that you can no longer bid on contracts to build new Warships for the US Navy, does that make the recommendation easier? Learn how ProjectExperts' Rapid Initial Planning, plus this company's stellar Executives helped make a difficult decision, that led to survival of a key USA Defense capacity. All in nine days!

Spreading PM Performance Throughout Brazil
After our first two PM workshops in Brazil in the early 1980s, we met with the Ministry of Informatique, with the idea of turning Brazil into the IT Software Development center for first, second and third world nations. Even though the program died with the nation's President (who died in office, and his successor brought in all new government officials), we continued to return to Brazil each year through 1989.

A side note: Each time we returned, at the request of our hosts, we brought with us a newly updated class. Our PM Classes always had 40-50 participants, and used simultaneous translation. Ten or so of the class participants were usually consultants, who translated the materials, and taught them all over Brazil for the next year. The outcome: Over a dozen different industry sectors learned the ProjectExperts' unique PM methods over a nine year period.

Introducing Big Pharma IT to Maturity Level Three
Big Pharma is big business, and the more effective they are in their Information Technology projects, the more profitable they become. We licensed our Project Management and Information Technology methodology, THE Guide, to this client, and, over a five year period, measurably improved PM and systems delivery performance, reduced time and cost, and increased organizational success.

THE Guide is only designed to bring organizations to Maturity level three, but it positioned this client to continue moving up the effectiveness ladder. Most organizations today are still at maturity level one, with great room for improvement. Once again, ProjectExperts provides the cures for organizational pm process ailments!

Improving Performance In Mainframe Manufacturer's Small Project Portfolio
It started with a single training in our Small Project Management workshop. Then, based on the results, it expanded into embracing our underlying methodology, Co-Pilot: Small Project Guide^®. The focus area was the lights-out demonstration data center of one of the largest Mainframe manufacturers, running a dozen different operating systems, and serving thousands of onliine users all over the World.

Their small project backlog averaged over 800 projects at any time, with a "churn rate," or completion rate, of over 30% of them per week. This client used Co-Pilot: Small Project Guide and our training to "get a handle" on their projects, increasing effectiveness, customer-request turnaround, and employee satisfaction. Ultimately, they finally freed up enough staff to begin working on their backlog of longer-term projects that would prevent many of their short, quick-fix projects that were spinning out of control. Truly doing more with less!

Increasing Regulatory Compliance in IT Methods For US Bank
The late 1990s was the era of increased regulatory requirements for banks, and most struggle with the deadlines. Adapting our Information Technology and Project Management methodology, THE Guide, to help this client meet it IT-based regulatory requirements took less than a year, and kept the bank open in the face of shutdown threats rising from non-compliance. All without adding oppressive and unnecessary processes, as many similar solutions caused!

Shouldn't your PM success story be on this list?

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Stacy Goff, PMP +1.719.488.3850 USA