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MC | Collaborative Work

National Homebuilder

National Homebuilder

The California division of one of the nation’s largest homebuilders experienced significant growth. That growth, as well as a changing workforce, created an environment with challenges in the areas of Land Planning, Field Construction, and Purchasing. The homebuilder specifically identified a need to improve processes and handoffs between Land Planning, Field Construction and Purchasing.

RealDiscovery Sessions

  • RealFoundations conducted working meetings to confirm issues and opportunities
  • RealFoundations conducted a 2-Day 45 person session to design project management’s future state processes, systems and operating structure

Results

  • Developed a map of the touch points and handoffs between Land Planning, Field Construction and Purchasing
  • Identified issues associated with touch points and handoffs between Land Planning, Field Construction, and Purchasing
  • Evaluated the severity and impact of issues on the business
  • Designed solutions to high-priority issues
  • Created a detailed 90-Day implementation plan for solutions to issues

Global Financial Institution

Global Financial Institution

One of the largest financial institutions in the world realized that its corporate real estate information technology platform inhibited future growth, flexibility and productivity. The organization viewed it as a declining technology platform which limited access to information, restrained future business requirements, and hindered performance to clients. The financial institution initiated a program to address these issues in order to meet its internal goals and to realize their performance objectives.

RealDiscovery Sessions

  • RealFoundations conducted a series of small 4 hour session to perform preliminary analysis and identify issues and opportunities in each business area
  • RealFoundations conducted a 2-Day 75 person session to design the implementation plan for the transformation

Results

  • Resource Plan including skills and roles for program management office, steering committee, and core project team
  • Major Program risk identification, analysis and mitigation plan
  • Summary of overall program benefits and measures to begin design of a detailed business case
  • Program communication and change plan to address diverse stakeholder group
  • 180-day action plan with sufficient detail to begin mobilizing the core team and attain quick wins
  • Integrated timeline of 20 projects over the course of two years
  • Agreement on overall high-level application and business architecture; and buy-in from 75 stakeholders on the future vision of corporate real estate information technology

International Services Provider

International Services Provider

One of Canada’s largest providers of integrated management services, managing over eighty (80) million square feet and 250,000 infrastructure sites, had grown rapidly in recent years through large contract acquisition. This rapid growth had created an environment with several challenges, including: disparate systems, varying procedures, and difficulty in leveling workloads across functions and client accounts. Within this environment, the project management division in particular had identified several challenge areas, including project delivery, time and expense, and service billing.

RealDiscovery Sessions

  • RealFoundations conducted a series of working meetings to perform preliminary analysis and identify issues and opportunities in each business area
  • RealFoundations conducted a 2-Day 35 person session to design project management’s future state processes, systems and operating structure
  • RealFoundations conducted a series of post RealDiscovery session meetings to further refine future state business processes and develop a long term implementation plan

Results

  • High-level company end-to-end project management process model
  • System guiding principles to support the process from a corporate perspective
  • Structure, roles and responsibilities of a corporate project management structure to promote consistency, innovation and knowledge sharing across strategic client units
  • Change and communication plan to address significant change barriers in the organization
  • Detailed implementation plan focusing on the first 90 days
  • Executive steering committee approval to move forward with project management ideas and concepts developed as a result of the project