• High profile government Program Management Office PMO
  • Responsible for logistics support of one of the military’s premier fighter aircraft
  • 2,000+ civilian and military employees
  • 5 service center facilities throughout North America
Financial Highlights
  • 2.4 M Project Cost
  • 14.5 M 12 month anualized savings
  • 5.6 Return on Investment
Issues Highlights
  • Frontline supervision was relatively new & untrained in key management concepts due to rapid expansion and growth
Client Objectives

Increase value-added work activity by:

  • Identifying and perpetuating best practice activity


The client requested that the approach incorporate deliverables that provided immediate training of basic management skills for frontline and middle level managers. This training would be refresher information for some,
but new learning for some of the less seasoned managers. In addition to the training, all managers, within the scope of the project, would learn active managment practices such as work assignment and follow-up. In addition
to working on–the-floor with managers and supervisors, the approach called for a system measuring work performance via completed activity. To do this, the approach included the development of performance, attainment
and barrier metrics along with a way to develop and track action plans to eliminate the barriers that were identified. Finally, it was agreed that the project approach would include a system of identifying best practices
and ensuring they were well communicated and used in all of the areas to which they applied. The scope of the project would include each unique program (14) within the PMO over a 56 week period.

The project implementation included workshop facilitation, as well as, on-the-floor coaching for managers and supervisors in their day to day work environment. This provided the working teams of client and consulting professionals
the ability to work on actual workplace activities and operational issues as they happened. This also provided for two additional coaching and training opportunities; first, barriers that were common to other programs
could be brought back to pertinent workshops and shared with other members of the management team; secondly, concepts discussed in the workshops could be put into practice “on the floor.” The installation
consisted of many key Management Operating System elements such as:

  • The development of an activity planning and tracking tool that allowed managers and supervisors to understand the work assignments that were given to employees, as well as, those work assignments that were self-assigned
    by employees
  • Tools to calculate work performance by employee, program and varying group levels allowing managers to identify under performing tasks
  • Development and implementation of barrier identification tools that allowed the management team to quantify the impact of barriers for the assignment of action plans to resolve them.
  • Development and implementation of productivity metrics that gave the management team the ability to measure productivity, as well as, actual status and levels of attainment for complex program plans and timelines
  • Development and the utilization of work standards for over 800 unique activities across 14 programs.