Summary
In the organization (trans-shipment) insufficient difference existed between line activities and change activities. It was evident, though, that the defined projects did not run well and that change activities had too little structure which causes the costs to rise high whilst missing clear objectives. First action, after the maturity scan, was - by means of EMS On-Line - to map all change activities and to centralize these. Subsequently, organizing a large piece of decision making regarding change activities. These Quick Wins alone already brought a cost reduction of 32% to the mapped change activities.

Profile
Within the organization (trans-ship) unclear sight existed on which projects run where. Approvals of the projects were given low in the organization. Budgeting was solved in the line. The results of this were that projects manifested themselves in the organization insufficiently organized. This ended in (too) lengthy projects, objectives of projects were not achieved and/or measured, large risk mismatch between company objectives and project objectives, no difference in line budget and change budget, so insufficient insight in actual costs.

Focus EMS
Focus EMS activities on programme management, project management and performance management in order to immediately map the problem area's.

Results maturity scans

• No programme management
• No central administration of projects
• No central approval and budgeting of projects
• No performance management on projects
• Insufficient awareness about the relation of costs and performance to projects
• Insufficient application of project management methodologies
• From the total revenue of 300 million euro 25 million euro is spend on projects. Potential costs reduction on these project costs - because of the low maturity level - is minimally 45%.

EMS Project plan

EMS project objectives

• Target is to achieve maturity level 6 in 6 months (current level is 3)
• Set up central project administration
• Based on priority setting by management save 20% on project costs, i.e. make cuts in the project portfolio
• Organizing central pool of project managers
• Organizing of performance management on projects in order to diminish the runtime of projects with 20%.

EMS project overview

• EMS Business integrator with different internal project teams
• Coaching of linking pins (Linking pins occupy critical positions in information flows and therefore have a large responsibility in organizing, maintaining and translating these information flows)

Quick wins on partial area's

• Organizing central project administration
• Organizing starting points programme management
• National performance management for programmes and projects
• Implementation project templates

Programme management

• Bring dedicated linking pins in national organization with regard to the different programmes
• Educate linking pins with regard to programme management new style
• Translate organization strategy to programmes
• Relate projects to programmes

Project management

• Organize all projects following new project management principles
• Coaching central management projects with regard to programmes

Performance management

• Implement performance management on all programmes and projects
• Fine tune performance management
• Coaching in translating performance reports to immediate actions

Results

• Decision making in and of projects enhanced by unambiguous information structure
• Long term performance management of programmes
• Quality improvement of project management by templates and performance management
• Projects received better within the organization
• Quantitative targets are reached, realization of a project cost drop of 42%, meaning 11.5 million euro.