Client cases

Customer challenge:
divM’s client, a global retail company attracting ca 350 million visitors a year to more than 30 shopping centers located in 13 counties, needed to transform in order to act as one company across the regions by common ways of working, supported by a common business solution that provides easy access to reliable information and enables growth.

How was the problem addressed and what was divM:s role in the solution:
divM consultant got involved from the implementation in the pilot country as a Rollout Manager. The same consultant moved on to a Program Planner role and established a process to plan and follow up the rollout on program level.
Finally, in the last year and a half of the rollout, divM’s consultant took on the role of Program Manager with overall responsibility for deployment and business case and successfully delivered the final clusters and handed over to the receiving organisation.

The high-level deliverables included:
•Rollout to Pilot country;
•Definition and implementation of program planning process;
•Delivery of the complete program to the remaining countries in the role of Program Manager.

Outcome:
Organizational change supported by modern D365 platform enabled the client to act as one company across the regions by common ways of working and support by one business solution.

Problem statement / what was the client’s challenge:
Our client, a world class provider of products in the pulp & paper industry, was set to build the most modern machine in the world in their field at one of their plants, as well as to reconstruct existing areas of the factory to fit the new machine. At the time this was the biggest investment for future development in the company’s history.

How was the problem addressed and what was divM:s role in the solution:
divM resources were hired to establish a complete program structure for the initiative, needed to effectively deliver the scope and implement the change the investment would lead to.

divM worked closely with the client to identify the key success factors and delivered a complete re-organization of the way the initiative had been running: transforming it from a project to a program perspective.

The deliverables included
•Definition of the key areas of the program and structuring its projects;
•Build up the Program Office Management (PMO), which worked as the nerve centre and information hub of the program;
•Creation and establishment of all program and project management processes: Planning, Risk, Reporting, Communication, Change, etc
•Delivery of Project management education and coaching to all newly appointed Project managers.

Outcome:
The result was a strong projectized organization, leading to the on-time inauguration of this multimillion investment.