Situation: A global client in the Pharmaceutical Industry had a live program, still in its early phases, that had stalled and was suffering from a recent “false start”. There was a need to change the Program Management approach and build the relationship with the client – who was now looking at other options and considering stopping the program to award it to another service provider.
The live program had stalled… needing a change in approach including building the relationship and trust with the client.
Challenge: there was a need to hit the ground running, whilst changing the approach. In addition, the Program was now behind schedule, and pressure to deliver was increasing with each passing day. Commitments had been made to executive management regarding the results that would be achieved in the same calendar year.
Solution: a collaborative approach to the program was introduced – including client consultation on program staff, ensuring that the client was consulted over staffing decisions. In addition, other service providers were already on site. Rather than viewing these as competition, I led from the front and collaborated with them – including the free and open sharing of intellectual capital. This allowed for the rapid introduction of new tools to support risk identification and management, project and program planning, and a more effective PMO and reporting capability.
The new approach ultimately enabled over 20 projects to be delivered… securing the reduction in operational downtime costs by around $55m.
Results: the new approach enabled trust to be built and staffing to be ramped up quickly. In turn, demonstrable progress was made across a number of projects; ultimately enabling over 20 projects to be delivered, securing the reduction in operational downtime costs by around $55m.