CONSULTORÍA

GESTIÓN DE PROGRAMAS Y PROYECTOS

Asesoramos a nuestros clientes en los procesos, métodos y herramientas de gestión de proyectos. Las destacadas aptitudes de gestión de nuestros consultores nos permiten asesorar y apoyar a nuestros clientes en altos puestos de liderazgo en actividades fundamentales de gestión, tales como informes y presentaciones de resultados, seguimiento del estado/progreso de las tareas, organización y moderación de talleres, hasta la organización/reorganización de los equipos de gestión de proyectos, entrenamiento y tutoría con métodos híbridos de gestión de proyectos, y la gestión de proyectos completos, desde pequeños hasta complejos, desempeñando funciones específicas de gestión de proyectos a lo largo de su ciclo de vida.

REFERENCIAS DE PROYECTOS

INITIAL SITUATION

  • A facility management department was undergoing a transformational phase after finishing the construction of a car manufacturing plant.
  • The contractors and external support was reduced +90% and all the processes became the responsibility of the company’s team
  • The project execution had to respect the production time & schedule, and this led to a delay in the execution of most projects. By the last quarter of the year, the yearly budget spent hardly reached 30%

PROJECT DESCRIPTION | APPROACH METHODS

  • P3 acts as the link between the facility management
  • A tracking tool was developed to visualize purchase orders status, and potential delays in orders release.
  • A budget execution tool was developed, able to track in detail the status of each budget item
  • Weekly escalation meetings with area director and managers to decide on projects to be cancelled, shifted, delayed, etc. The meeting results are then deployed to execution team to set priorities.

PROJECT RESULTS

  • The project execution follow-up was done until the last week of the year and the end of year final report was delivered with final budget execution
  • Purchase orders were released on a daily basis (vs. unregular releases) and were streamlined to promote the fastest execution possible
  • Budget execution achieved 93% of the committed forecast
  • +40% of the purchase orders released in the year were released during the steering period done by P3
  • The developed tracking tools and methods were handed over to the company to strenghten process adherence

INITIAL SITUATION

  • During an OEM Greenfield project, it was a big challenge to build a new platform / vehicle in a new OEM Plant, therefore complex coordination was required to ensure the successful launch
  • The biggest challenge was to coordinate the cross-functional teams in order to deliver all the required plant enablers such as IT systems, equipment running on, operational teams fully trained for prototyping and building events
  • P3 supported with the coordination of the launch steering team, working together with the plant project team and the upper launch management direction

PROJECT DESCRIPTION | APPROACH METHODS

  • P3 supported with the launch roadmap creation within multiple workshops to challenge the milestones and activities behind them and the alignment of the synchropoints required to ensure a successful SOP
  • Critical processes ramp-up were closely monitored in order to guarantee plant readiness for prototyping and building events towards the SOP
  • Multiple customized reports were developed in order to create horizontal and vertical communication as well as transparency about the progress of the enablers and potential of delays to support the upper management making the right decisions removing any road blocks
  • Workgroups were created to discuss required actions to keep up with expected progress of the launch project. In parallel, reporting channels were established to keep main stakeholders and sponsors informed about launch status

PROJECT RESULTS

  • The Transparency required by the customer was successfully created and deployed through the entire departments and different hierarchy levels
  • All the prototyping and building events were completed on time and with the level of quality expected
  • Vehicle launch was properly executed, planned SOP date was achieved with no delays & quality and cost expectations
  • Risks were properly managed and actions to avoid/mitigate them were adequately addressed

INITIAL SITUATION

  • During an OEM Greenfield project, P3 supported the PM department since the beginning.
  • The project objectives were to build a productive plant from greenfield state, including all the processes, standards and premises of the company.
  • PM department was in charge of coordinating and steering all other departments to fulfill every particular objective.

PROJECT DESCRIPTION | APPROACH METHODS

  • Regular tracking of status and target deviations along with time dimensions (milestones), finance (invest/ budget), HR and risks were implemented and executed, making sure to align with cross-functional stakeholders and documentation of changes.
  • Ensure smooth approval processes for investment release
  • Ensure up-to-date, comprehensive and thoroughly documented core processes of the plant installation.
  • Monitor required enablers to ensure a successfully on-time SOP
  • Ensure an effective and efficient ramp-up of all plant processes
  • Monitor and manage all interdependencies across multiple departments and technologies through a Change Management Process with the establishment of a change control board

PROJECT RESULTS

  • Plant was successfully built and started operation according to plan. PM department was successfully disassembled after the grand opening
  • Change request process was done until the completion of the project
  • The last revision of the plant project handbook was done after the grand opening and delivered to central PM department as a reference for future plant projects
  • Standard reports, meetings and tools developed were integrated into the different areas as part of their daily operation

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