CASE STUDY
Coordinating Technology Support Projects Across an Organization
In revenue
Employees
At a glance
Challenge
Inventory and coordinate a series of technology support projects and then quickly stand up a structure to manage and execute those projects.
Result
Pariveda quickly established a fully functional Project Management Office (PMO) supported by a project lifecycle methodology and governance process.
Impact
The client’s IT organization was able to improve their reputation and became known for consistently delivering projects, including building and transitioning onto a new end-to-end software solution for running the business.
A national retail energy supplier providing electricity and natural gas to residential and commercial customers in 12 deregulated states.
As a new and growing retail energy supplier, EnergySupply* was experiencing their fair share of growing pains. As the organization continued to develop, more and more strain was placed on their processes and technology that hadn’t kept pace with their growth over the last few years.
The Challenge
The new CIO of EnergySupply had discovered a lack of consistency in how projects were being managed and executed, which was leading to a lack of consistency in project results. EnergySupply engaged us as a strategic partner who could work within their team to inventory and coordinate a series of technology support projects and then very quickly stand up a structure to guide those projects.
The Result
How Pariveda developed the PMO mechanisms:
- We started by deploying a small “surge team” that could assist with the leadership, management, and support of key, inflight projects — making sure they were delivered with consistency.
- Tailored a strategic PMO structure to support their project governance needs.
- Crafted a program/project management methodology to formalize the distinct stages of each project’s lifecycle and provided a distinct framework for status tracking.
The Impact
By truly partnering with EnergySupply, we were able to quickly establish a fully functional PMO supported by a project lifecycle methodology and governance process. After 18 months, and several successfully delivered projects, the client transitioned many of the projects to internal project managers.
The IT team was able to improve their reputation and became known for delivering projects consistently, including building and transitioning the organization onto a new end-to-end software solution for running their business.
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