An industrial systems manufacturer
Projects went from 4 to 20 weeks late to within days of plan.
The team finished 11 projects in four months, against fewer than 3 a quarter before.
3 to 10 daysfrom plan, instead of 4 to 20 weeks late
11projects completed in 4 months, up from under 3 per quarter
The situation
An engineering organization with more than 30 active projects and almost every task late.
What changed
Leadership rebalanced the portfolio and put every project on one plan with dedicated project managers.
The result
- Ongoing work went from almost every task late to less than 2% at risk.
- Key resources focused on the most important projects first.
“We have completed 11 projects from December through March. Prior to this we were completing less than 3 per quarter.”Schedule a consultAn industrial systems manufacturer