Mobile Telecommunications

Background

The client, a large telecommunications company, needed to launch its wireless network at a national level. Two groups consisting of planning/design and construction were responsible for getting the work done. Consequences of a late delivery consisted of late completion penalties and potential loss of market share. Management needed confidence that literally 100’s of sites were going to be built and operational on time.

Challenges

The planning and design group’s plans and activities were not completely integrated with construction. As a result the firm was having difficulties getting sites built and operational.

Solution

PMC established a project team of (12) project managers and coordinators reporting to the program Director to plan and coordinate the completion of the work. Project managers worked with operational staff to ensure that planned activities were being done correctly and on time. Project coordinators gathered project information and reported to management on the actual completion of the work. On-site verification of site builds were undertaken to ensure that work reported as complete was valid.

Key achievements

PMC’s PMO team support helped our telecommunications client complete sites and its’ overall network according to plan. The client avoided or minimized delivery penalties and competitively entered the market on time.

Heavy Equipment Manufacturer – Project Management System Integration

Background

This fortune 100 manufacturer coordinated its system; component and application design and build activities through weekly face-to-face meetings. The firm practiced project management at the product program level separately from and between business units. Recent 6 sigma and new product introduction methodologies provided documentation current and new product projects. Issues faced in delivering products to market consisted of:

• Product development methodologies were available at the corporate level but not well integrated with operational product delivery plans.
• Co-ordination of activities between, business units did not optimize the use of facilities or ensure that final product delivery was completed at the first opportunity.
• Finally, project management activities were being practiced at the operational level but not integrated well vertically and horizontally across the organization. And
• Project management planning tools were made up of different tools and versions. Access to information was constrained by individual Business Unit networks.

Challenges

 The challenge was to establish an integrated project/program management system consisting of processes, people and tools to optimize the planning and delivery of new products to market across the organization.

Solution

 PMC helped the company commit and invest in an enterprise project management system. Activities consisted of:

• Establishing a governance committee, from primary business units to coordinate the implementation of a standard process to plan and deliver products to market.
• Selecting an application service provider to integrate business unit product development plans at a central location.
• Developing and implement a role based product planning methodology that integrated with the corporate product process.
• Training company resources on how to use project management tool. And
• Integrating the project management software with corporate resources and time management applications.

Key Achievements

 PMC was able to help our client to:

• Standardize and integrate product delivery processes
• Increase the utilization of product development and testing facilities
• Accelerate the time of new products to market
• Begin to understand the impact of companywide product build and delivery demands with regard to the strategic use of human, non-labour and material resources
• Reduce IT infrastructure costs through consolidation and sharing of IT assets
• Improve information gathering and reporting through custom integration of project and human resource applications.

Aerospace and Defense Case Study

Background
This PMC client, a crown corporation, provides management support for Canada’s northern facilities and electronics engineering. The organization is responsible for both the maintenance and new build of the infrastructure buildings and other capital assets. Its U.S.A and Canada Government sponsors require full transparency of new build project plans in order to authorize and provide funding. Working within the constraints of a short building season the design-planning and engineering-construction departments must ensure that annual projects and their related resources, (approximately 150 seasonal workers) and construction materials are well managed.

Challenges
Our client needed to show a comprehensive overview of its near and long term projects for sponsors to be satisfied that funding was being used correctly. The five year business plan had to be developed and agreed to by both the planning-design and engineering-construction departments. A project management system that would support major and multiple capital projects needed to be acquired to meet these needs. The system had to integrate with the client’s accounting and maintenance systems.

Solution
PMC helped our client select and implement a Primavera Project Management system. The process consisted of following a rigorous ISO methodology applied by the client in the review, assessment and selection of the tool.
The scope of the project included:
• Installation and setup of the tool,
• Integration of the client’s infrastructure project management methodology,
• Training of all related personnel and
• Integration of the project management software with the client’s Oracle financials and time management software.
• Primavera`s ability to integrate with Maximo, the client’s facility maintenance system.

Key achievements
On completion of the work, our client was able to better manage all of its new infrastructure projects. The time reporting process was streamlined by having approved timesheet information input directly into its financial system, which in turn increased the accuracy of information and reduced the time to complete and process timesheets.

At a business level, the client was now able to input all projects into the system and forecast project spending into the future. As such, sponsor governance constraints and future funding requirements were satisfied. An unanticipated benefit of the work came when the client was able to optimize, reduce estimated project time and cost to completion, once its project build methodology was entered into the project management system.

PMC Wins Supply Arrangement with the City of Ottawa

PMC has been awarded a 2 year supply arrangement (plus a 2 year optional extension period) with the City of Ottawa to provide IT professional services. We have won a total of 16 streams covering 6 major categories:

• Information Security and Project Services
• Business Solutions Branch Development and Integration
• Enterprise Integration and Application Development / Information Management
• Technology Infrastructure Server and Operations
• Client Services
• IT Architecture

These streams include various positions within the Project Management world. PMC is now accepting applications for the above positions. Please visit our career section to apply.

**francais**

PMC a obtenu une entente d’une durée de 2 ans (incluant une option sur 2 années supplémentaires) avec la Municipalité d’Ottawa afin de lui fournir des services professionnels en technologies de l’information. PMC a été retenue dans un total de 16 domaines répartis en 6 catégories:

• Sécurité de l’information et projets
• Développement et intégration des solutions d’affaires
• Intégration et développement d’application
• Infrastructure technologique et opérations
• Services client
• Architecture

Toutes ces catégories incorporent des postes en gestion de projet. PMC est à la recherche de candidats pour ces postes. Consultez notre section « Carrières » pour plus de détails.

Thank you to everyone who attended PMC’s Risk Mgt Seminar

Thank you to everyone who attended PMC’s Risk Mgt Seminar. For more info on any of the presentations contact helen.hayes@pmc.ca

PMC’s Annual Advanced Technology & Risk Management Seminar

Special Invitation to

PMC’s Annual
Advanced Technology &
Risk Management Seminar

With Guest Speakers

Bob Bell, Strategic Thought

Active Risk Manager and
The Lockheed Martin – Joint Strike Fighter Project
Companies and organizations vary greatly in their levels of risk maturity. With USAF and LM’s decision to mature their risk process, capabilities and technologies, ARM was used to enable the process. This case study will describe their journey including the curves, the straight stretches, and the potholes.

Adrian Pierce, PMC

Advanced Project Management Risk Analysis
Using Oracle Primavera’s Risk Manager
A full lifecycle risk analytics solution integrating cost and schedule risk management. Provides a comprehensive means of determining confidence levels for project success together with quick and easy techniques for determining contingency and risk response plans.

Phil O’Neill, QDS Inc.

RiskOutLook Demonstration to support
Emergency Management Ontario Infrastructure Risk Analysis
QDS completed a model of infrastructure for the province of Ontario using RiskOutLook®. The project was undertaken by EMO as part of the critical infrastructure protection program and focuses on the risks and consequences that might ensue as the result of infrastructure failure.

Capital Hill Hotel & Suites – 88 Albert St., Ottawa, ON
Thursday January 27th, 2011
8:00 a.m. Continental Breakfast
Seminar from 8:30 a.m. – 1:00 p.m.

Tickets are $55 or
$45 Early Bird before January 14th, 2011

To Register Call (613) 235-8075 ext. 235 or email helen.hayes@pmc.ca

We look forward to seeing you there!

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Merry Christmas from PMC

Make your own greeting

Tuesday’s Tip: Time and cost

Tuesday’s Tip: Time and cost. Use unbiased, accurate estimation techniques. Set up systems to gather, track, and analyze time and cost information, so you can keep them under control.

Tuesday’s Tip: Be Proactive!

Tuesday’s Tip: Be Proactive! Always be on the lookout for possible risks. Don’t rely on a risk analysis at the beginning – projects constantly change!