In partnership with two Department of Defense (DoD) agencies established a joint program management office (PMO) to develop an approach to define, design, build and deploy an ERP technology solution to improve business operations.

What was the challenge the organization was facing?

The DoD agency responsible for security cooperation and foreign military sales required changes to people, process and technology to improve business operations, increase customer satisfaction and reduce costs to associated with delivering on mission.

What was the solution?

  • Performed program management office (PMO) activities including implementing risk management process, developing issues resolution process, drafting charter, and establishment of governance structure
  • Designed a change management framework and methodology increasing awareness and minimizing stakeholder resistance to technology and processes changes
  • Delivered PMO training and facilitated team building sessions, administered 360 degree assessment to increase team performance
  • Drafted and deployed strategic communications for 22 international stakeholders
  • Facilitated process mapping and requirements definition workshops per system enterprise architecture

What were the end results + and how did they achieve success?

  • Created program charter aligning mission to department strategic objectives and built initial program governance structure for engagement and decision making
  • Increased team performance for an over 30 person PMO
  • Performed requirements definition and process documentation allowing for streamlined system architecture and future training
  • Minimized stakeholder resistance to proposed technology enhancements and process changes and increased buy-in and commitment via creation of change management framework
  • Improved communication and increased awareness of the program and solution by drafting and delivering customized strategic communications to internal and external stakeholder communities
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