CHALLENGE

Our client, a leading research university, was preparing to deliver a substantial number of capital and non-capital projects over the next five years. Their project management environment was marked by a lack of consistency, skills, governance and trust. With a recently refreshed leadership team, the time was right to sustainably transform their internal project management capability to set themselves up for success.

APPROACH

We worked closely with key stakeholders from across the university (executives, IT, estates, student experience, strategy and finance) to design and implement a bespoke approach to project management, aligned with best practice. This included:

  • designing a unified project lifecycle and stage-gate process applicable across all functions but able to accommodate projects with different spend and risk profiles
  • developing a project management handbook and toolkit, with a focus on business cases and benefits management
  • delivering tailored virtual training sessions to over 100 members of the project management community, from executives to project support
  • performing health checks on in-flight projects against the new framework and developing action plans to remedy gaps
  • chairing monthly steering committees: bringing design decisions and escalating risks to executives and challenging senior stakeholders.

RESULT

  • A bespoke, enterprise-wide project management framework and guidance to support consistent and effective project delivery across the university’s portfolio.
  • A trained project management community who clearly understood their respective roles in project delivery and displayed the required behaviours.
  • Improved discipline of project managers and quality of documentation produced.
  • Increased clarity on governance and decision-making processes.
  • Growing trust and confidence between stakeholders.
  • Clarity on the key actions required to de-risk in-flight projects.
  • Growing a supportive community of practice who share learnings with one another and will evolve and promote the new ways of working going forward.
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James Cooper
James CooperJames Cooper| Client Directorlinkedin icon



James accumulated over a decade of Big Four consulting experience in the UK and Australia prior to joining Gate One. He has driven transformative change in a range of public and private sector multinationals and now leads Gate One’s target operating model capability.

A proven problem solver, James specialises in operating model design, portfolio management, customer strategy and experience, and performance improvement. James relishes building high performing teams to work side by side with clients on their most complex and high profile programmes.


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