Educating executives in effective project governance

Having an informed and educated governance team made my life just so much easier - Leon Hanby, Program Director, NAB

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Realigning And Prioritizing The Project Portfolio

The business leadership team took over the project prioritization process from the technology team.

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Transforming A Technical Project Into A Business Transformation Project

A technology-swap project was successfully transformed into an organizational transformation project.

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Uplifting the operating performance of the Project Management Group

“This gave us what we were missing – a clear, understandable path forward which is achievable, explainable and logical.” - Meredith Angwin, NAB

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Government Capability To Evaluate High Risk or High Cost Projects

Problem projects were able to be identified earlier so that they could be culled or fixed without massive embarrassment to the government.

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Assessing And Then Uplifting an Organization's Capability

“We now have confidence that we can manage this program of work and get the value out of it” - John Woodward GM Projects, SA Department of Health

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Capability To Successfully Deliver Projects And Business Value

Alinta was equipped to progressively standardize its processes into a single “Alinta way” without critical skill gaps.

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Combining And Uplifting The Capability Of Four Disparate Project Groups

When measured four months later, the department reported increased satisfaction with their direction and the speed of progress.

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Assessing The Organization's Change Capability

This assessment of our change capability was a loud wake-up call for our management team - John Marshall CEO

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Rapidly Identifying And Resolving Major Operational Problems Following "Go-live"

In just 6 weeks we fixed the major operational problems left after a major project was implemented leaving the organisation effectively unable to function

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Simplifying And Improving Project Management Methodologies

The benefits of just simplifying the project management processes alone were conservatively estimated to be worth over $750,000 per annum.

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Simplifying A Whole Retail Bank And Increasing Its Productivity By 47%

“This is the best project we’ve ever done” Anthony Wamsteker, CEO

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Reengineered Manufacturing Processes Further reduced by 46%

The resultant simplified end-to-end processes reduced the planned implementation costs by 18% (fewer processes and process steps to be implemented)

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Simplifying And Standardizing Multi-State Sales And Marketing Processes

Systems supporting the Sales processes were reduced from 53 to 22 with significant financial savings. Overall the project increased profitability by 10%.

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Combining Six Entities Into One Company to Increase Service And Reduce Costs

This simplification assignment and subsequent implementation moved AGL from nowhere, into the top percentile worldwide in terms of lowest cost/best service.

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Increasing More Than Threefold The Identified Value Of A Major Inflight Program

$60 million in additional benefits was identified

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Change-Averse Organization Successfully Implements A Transformational Change

After failing for 19 years to successfully implement a major change program, Drake successfully implemented a worldwide transformation program.

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Ensuring A Major Systems Project Could Be Successfully Implemented And Used

“This allowed us to take targeted action, albeit late in the day, to prevent a disaster due to the lack of business commitment at all levels.” - Mal Barnes, Komatsu

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Leveraging Internal Business Staff To Successfully Deliver A SAP Program

AGL moved into the top quartile worldwide for cost and service performance as a result of the successful execution of this system and change program

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Move To Paperless B2B Trading increases Benefits Twelvefold

A $72m reduction in costs was quantified by changing the ‘rules of the game’ with the major retailers to avoid Dulux paying for the retailers’ errors

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Identifying The Business Value Of A Stalled Systems Project

A ‘systems’ oriented project was converted into a business project with clear, measurable and understandable business outcomes and benefits.

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Translating A Technical System Project Into Business Language And Benefits

A clear, measurable basis for tracking and measuring internal IT programs was established, with their value delivery visible to, and measurable by, the business

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A 'must do' project with A Complete Lack Of Identified Benefits

The organization was satisfied that the full value of the program had been identified, tracked and measured - the business case was approved by the Board.

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Identifying where the real value is and where the focus needs to be

“We were looking in the wrong place to solve our project problems. Now we know what to do we can focus on the areas of most impact and they are the areas of least cost.” - Andrew Warduck, CIO

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Identifying the business value of an IT security project

The clear business outcomes and benefits of a highly technical IT security project were presented to executive management.

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Educating the Executive Team in Project Governance

“Active and informed governance teams have caused the number of problem projects to fall because they (the Steering Committee) are on the case early.” - Paul McCowage, Boral

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Educating government staff in effective project governance

Project governance training was provided for Project Sponsors, Steering Committee members, and Project Managers.

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Defining a strategy and Target Operating Model

"The Target Operating Model moved us to the next stage of our development" - David Banks, General Manager Business Performance Business Banking, NAB

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Redefining an organization's strategy to enable financial growth

An executive team evaluates the inter-related elements of the envisioned success to a level of ownership of execution essential to deliver that success.

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Validating 'Digital Transformation Projects' contribution to strategy

One whole strategy was found to have no projects contributing to it, thereby ensuring it would not be realized. This was highlighted to the executive team for action.

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Implementing a strategy based prioritisation process

A project, previously voted by the executives as the second highest priority, was cancelled, as it was found to be irrelevant to the strategy.

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Defining A Marketing Strategy That Increased Sales 100% Per Annum

“This project set us up for success for the next 10 years” - Frederick Davidson, CEO and Chairman

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