Throughout new platforms. Prior to approaching us,

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 our client was in the process of divesting itself from a
parent company, which required them to build their own IT infrastructure to support
and run their systems, roughly a service charge of 1 million per year will be
incurred if they were to keep relying on controlling 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 a fixed deadline for conversion of existing legacy IT systems for manufacturing,
sales, and marketing departments to new platforms.

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Prior to approaching us, the original contractor
were unable to deliver their promise 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 schedule 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.

In order to meet the project objectives, I
immediately assembled a team of subject matter experts 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 took control of program’s daily operations in less than 2 weeks. Step
by step, we revamped and restructured project process to help facilitate quick
decision making, and there was clear accountability to ensure work was being
completed as planned. Stakeholders communicate on a regular basis, and
timelines were met because the program elements were organized, tracked, and
measured against an established baseline. The project schedule is reduced by
75%.

 

Long story short, under my team’s guidance, our
team delivered all 5 projects within the program on time and all were ready to
integrate with the new enterprise system. By moving IT infrastructures in-house,
this turnaround im­mediately saved around 1 million support and licensing
expenses. In addition, this project prevented manufacturing disruptions and
avoided the loss of opportunity costs if an upcoming major contract deal were
postponed.

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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