$38B health and life insurance company was implementing an "ERP-level" healthcare management solution, originally budgeted at $125MM for implementation, when IT executive management determined that the:
The IT organization consisted of 300+ employees, with all levels and specialties, including Program & Project Managers, Functional & Technical Analysts, Quality Assurance, System Architects, Operations, etc. With the goal of increasing its value to internal business customers, the IT group migrated to a matrix-managed organization, with technical and functional management structures.
Unfortunately, although the goal was to improve communications and work processes between IT and the business units, the migration to a matrixed organization seemed to do just the opposite:
How did the project help the company? Why were some projects prioritized before others? What was the impact to the company's bottom line?
Lewis & Fowler was engaged to assess client communications, project execution effectiveness and program management offi ce processes. How could the company ensure that communications improved and the program management office was effective? We established an approach that allowed the client to transform to a Matrix-Based Organization, while performing the project execution more effectively and efficiently. Our analysis quickly determined that we could impact the project's success and ongoing success for the company by focusing on two areas:
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