Enterprise ICT Project Support

Visibility of ICT projects status from the clients' management was the first improvement when we engaged with their projects. The next improvement was establishment of smooth communication from staff level to management level. Our motivated and committed members brought program management experiences and know-how and impacted the clients' management styles.

A foreign-owned manufacturer faced difficulties as it was running many “First Priority” IT projects, from ERP to SCM, replacement of system and BPR projects, while their human resources were quite limited. How to improve visibility of each project status was a critical issue to the CIO as he was reported status too late.

PM Global set up Program Management Office (PMO) within ICT department to monitor all ICT projects. Interviews were conducted not only with working level personnel but also with executives to identify issues of each project and expectation levels so that they were reflected into the action plan.

Not only CIO but also General Managers, Managers, and responsible persons were satisfied with better visibilities and escalation process, which enabled them to manage projects more proactively than before. Defining organizational rules and using templates also helped reduce workload.