Implementing a Project Management Methodology in Partnership with ntl
WTP’s requirement
Workplace Technologies plc (WTP), now part of ntl, specialises in the supply of high value integrated network solutions. As a result of a management buy out they had inherited a multitude of project management procedures from their former company - most were unsuitable or too unwieldy for their business and needed streamlining. WTP also wanted their project managers to adopt a common methodology but were finding some resistance to the change of culture.
WPM's involvement
WPM was asked to help establish what was needed to give the business benefits required in the shortest possible timescale without disrupting existing projects or spoiling their good employee relations.
WPM delivered
WPM delivered a bespoke package of services comprising:
Decision Conference: This event, arranged and facilitated by WPM, accelerated the whole process. It was attended by project managers, both for and against the idea of change, and representatives from Sales, HR, Commercial and Management. The objectives of the rationalisation process were set and commitment gained from everybody involved.
Consultancy: With its mandate for change in place, WTP then set about consolidating its procedures into a manageable framework. WPM provided consultancy help to overcome difficulties and give continuity when other priorities interrupted the involvement of WTP’s own staff.
Bespoke Training Development: WPM developed a two day training course on the new methodologies and then ran a pilot to test and refine them.
Training roll-out: Nearly all WTP’s project managers attended and when WTP acquired Lanbase, Lanbase’s project managers attended as well. The programme was subsequently rolled-out elsewhere in ntl. In all WPM has trained over 250 people.
Benefits
- Consolidation of methodologies and processes. WTP’s project management procedures reduced from 300 to 30 practicable ones
- Reduced unplanned expenditure; the new methodologies gave WTP much tighter control over their projects and associated costs
- Consistent levels of reporting. It became easier for WTP management to assess the relative status and health of all their projects
- Resource flexibility; WTP’s project managers now move between projects with minimal disruption because all projects are managed to common standards
Future Plans
Roll-out of the training within the wider ntl organisation.
Summary
To get major changes accepted and implemented requires commitment from everyone involved and is often aided by the use of an independent organisation. This was the case here - WTP and WPM worked in partnership to establish the requirements and then collaborated on the delivery of the solution.
