Throughout my past career leading technical teams,

Throughout my past career leading technical teams,
I always find that the best leadership style is to lead by example all while
empowering the right person for the right task and showing a great attitude to
foster an environment where everyone wanted to provide their exceptional
service to create a win-win situation for all parties involved.

Last year, we entered into agreement with a client,
which is one of the largest player in the FMCG industry in China, to help them
recover from a failed attempt at integrating with a new corporate ERP system.
The context is that the client was trying to divest itself from a parent
controlling company, which required them to establish their own IT
infrastructure to house and run their systems, approximately 1 million per year
service charge will be incurred if they were to keep relying on parent
company’s existing infrastructure. In order to keep the disruptions to business
to the minimum, this transition needed to be as quickly and smoothly as
possible. In addition, our client faced an unmovable, fixed deadline for
conversion of existing legacy IT systems for sales, marketing, and
manufacturing departments to new platforms.

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Prior to approaching us, the original contractor
were unable to deliver results and the program was in chaos. Due to inadequate
planning, missed milestones are frequent, and delivery dates promised cannot be
trusted. When we came on board and took over the project, over one-third of the
projected program time frame had passed, yet very little progress being made on
this mission-critical, 5 million dollar program. The client’s leadership team contacted
us to perform a quick assessment of the program and provide suggestions for
getting it back on track. Because we have the requisite prior successful experience
and knowledge of large-scale IT transformation programs was not present
in-house.

To achieve the program objectives, I quickly
assembled a seasoned team of SMEs to start with reviewing and re-planning all
programs. I remember when we first met with the in-house team, I could sense
the low morale in the air. In order to put things on the right track again, I
convened with the whole team to make sure everyone is on the same page, and
communication channels are direct and clear. And I also drive home the key
point to everyone that the team’s success depends on the entire team’s strength
and collaboration. While the whole is important, throughout the project
duration, I cultivates growth and strength of the individual and where
necessary I delegate the right tasks to the most suitable team members to help
play to their strength and help them grow. Quickly, our project team assumed
control of day-to-day program operations in less than 2 weeks. Step by step, we
revamped and restructured project process so that decisions on direction were
made more quickly, and there was clear accountability to ensure work was being
completed as planned. Communication with stakeholders happen on a regular
basis, and timelines were met because the program elements were organized,
tracked, and measured against an established baseline. This reduced project schedule
by 75%.

 

Long story short, under the guidance of my team,
all 5 projects within the program were delivered on time and were ready for
integration with the enterprise system. The program turnaround im­mediately
saved an estimated 1 million in system support fees by moving IT infrastructures
in-house. But the real value was in the millions in revenue saved by preventing
manufacturing disruptions and avoiding the opportunity costs of postponing an
upcoming major contract deal.

Because of our success on this initiative, our
client renew the contract with us this year to help them build an
organizational agile project management infrastructure, streamline methodologies
currently in use, mature portfolio management practices, and help improve
project execution across the organization.

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Hi!
I'm Rita!

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