Turning around a program management function
Our program management tools and methods helped our client gather accurate and timely information on a wide range of disparate projects, allowing them to measure and communicate the value of their work.
The Situation
The largest office of a federal regulator was attempting for the third time to implement a major change program involving seven teams and some 150 projects. With the election of a new president and emerging high-profile challenges, the effort had come under growing scrutiny from government stakeholders. Our client saw the need to build stronger coordination and reporting transparency, clarify the importance of the organization's core business processes, and assess the extent to which each project could generate substantial improvements.
The Satori Solution
We developed a weekly reporting system that consolidated seven unique status updates into three cross-initiative reports detailing goals, issues, and interdependencies. We devised a communications plan that allowed our client to communicate the benefits of the change program to Congress, to the Executive Branch, and to the public at large. To help each initiative develop standardized, communicable success stories, we developed work product standards and templates, confirmed that they met each initiative's needs, and ensured that the standards were adopted. We also worked with client subject matter experts to identify core business processes and to determine how they were affected by each project.
The Results
Our seamless program management structure provided much-needed transparency, facilitated information-sharing and collaboration, and reduced overall program risks. As a result, our client became better-positioned to communicate and strengthen the positive effects of the change effort.
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