$331M

PMO-managed project budget

1300+

Critical tasks tracked over 12+ project teams

7000+

End users impacted at 6 utilities

Digital Transformation PMO Overhaul

A premier Energy Provider in the United States was undergoing a large transformation to digitize forms, reports, and timekeeping across 4 separate operating companies in the northeast. This transformation impacted over 7,000 end users in the organization, including thousands of field workers belonging to over a dozen different unions. This transformation would enable future opportunities for other nonfield processes to be digitized, enhancing activity, scheduling, and data integrity.

THE SOLUTION

After assuming control of the Project Management Office (PMO), Greencastle identified the need for not only the digital transformation but a structural overhaul in the governance framework overseeing it.

Benefits

  • End-to-End Project Management
    200+ risks, 68 change requests, 1300+ critical tasks, and 49 key business decisions facilitated across 4 operating companies.
  • Optimized Business Operations
    Our approach achieved a 30% reduction in weekly meetings without comprising productivity.
  • Future-Proofed
    Scoped future projects to introduce crucial enhancements vital for adoption and supported decision-makers in understanding available contingency funding.
APPROACH

PMO Overhaul
Greencastle was leveraged to transform inefficient governance controls and processes. We identified problems created by task compartmentalization within project teams and instilled a collaborative project culture focused on milestone achievement.

Establish Cross-Functional Communication
Greencastle identified communication gaps negatively impacting critical path, leading to monthly variances in the budget. We created a communication channel between financial analysts, risk managers, and change request controllers. Our approach decreased variance and enabled early communication of challenges impacting contingency or major milestones, leading to a more proactive approach to risk mitigation. We also established external communication loops across stakeholder groups such as legal, human resources, finance, and other committees to ensure union and regulatory compliance.

Mitigate Blockers to Adoption
Following go-live, the adoption rate of this new tool was 33%. Although not explicitly tasked with change management, the Greencastle PMO worked with business leads to understand blockers to adoption and prioritize these challenges for action using a weighted criteria.

CONCLUSION

Greencastle’s efforts resulted in managing over 200 risks, processing 68 change requests, and handling more than 1300 critical tasks, ensuring the completion of crucial milestones. Additionally, we facilitated 49 key business decisions between IT and business peers across all 4 operating companies. Implementing our strategies, we achieved a 30% reduction in weekly meetings without compromising productivity. Moreover, beyond providing a prioritized list of blockers, our team supported decision-makers in understanding available contingency funding and scoped future projects to introduce crucial enhancements vital for adoption.