Context
A major group operating in the sector of real estate construction, with several subsidiaries, wanted to structure its project operations to better manage the growing complexity of its initiatives, both in terms of major projects and organizational transformation projects. The organization was facing a lack of a unified framework to prioritize, coordinate and manage its strategic projects.
Objectives of the mandate
The management has appointed an advisor to establish a Corporate Project Office within a few months, with the clear objective of professionalizing project management across the entire group.
The scope of the project included a total estimate of 15,000 person-days, with an overall budget exceeding the 10 M$The advisor was involved full-time for a period of 3 months to ensure effective management and to meet the deadlines and objectives set.
Objectives pursued
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Structure the governance construction and transformation projects.
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Align practices with the recognized standards in project management and agility.
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Mobilize teams around a common vision project management.
Key interventions
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Development of thefull service offering of the new Project Office.
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Implementation of the governance structure (roles, committees, monitoring mechanisms).
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Creation of the organizational structure and job descriptions.
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Deployment of the portfolio management process (construction and transformation).
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Definition of branding of the new administrative unit.
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Implementation of mobilization initiatives (e.g.: “Good move of the week”).
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Planning and alignment of three major sub-projects (see below).
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Supporting teams in theappropriation of agile practices.
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Support for the change management at all levels.
Strategic orchestration of satellite projects
The implementation of the Project Office took place in a complex context, marked by the simultaneous deployment of three major initiatives: ERP, EPM and BIM. In order to maintain overall consistency, significant orchestration work was carried out, aimed at aligning training phases, harmonizing change management, and synchronizing business processes between the different projects.
This integrated approach has consolidated governance into a unified model, fostering synergies and reducing redundancies. By focusing on close coordination and a holistic vision, the organization has been able to build a sustainable structure, better equipped to manage complexity and scale with agility.
BIM implementation
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Objective : Transformation of design and project management practices through modeling (BIM).
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Key actions : Needs analysis, planning of training cohorts, implementation of BIM processes, change management.
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Impact : Improved coordination and reduced errors during the construction phase.
Implementation of Enterprise Project Management (EPM 2013)
- Objective : Standardization of project management through the implementation of Microsoft EPM.
- Key actions : Analysis of user needs, implementation of processes, training, inter-team coordination.
- Impact : Increased visibility across all projects and improved execution rigor.
ERP implementation
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Objective : Replacement of the mission system with an ERP integrating 6 critical modules (Finance, Maintenance, Construction, etc.).
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Key actions : Planning the deployment of modules, coordination with the supplier, coordination with internal business and IT teams.
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Impact : Improved financial performance, better operational integration.
Strategic value of the intervention
The Project Office was successfully implemented in less than 90 days, in a context of rapid and complex transformation. The orchestration of the three sub-projects enabled:
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Optimizing interdependencies between technological, human and business projects.
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Ensure a consolidated accountability to senior management.
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Create a sustainable organizational architecture and adapted to future growth.
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Install a strong and aligned project culture, at all levels of the company.