You can’t plug and play best practices. They must be molded and applied in a way that seamlessly integrates with your business.

​

In a step-by-step approach, Modus “inverts the pyramid” and guides your organization through the change. Outlined below are some of the steps, considerations and details Modus would review in helping to design a sustainable, enterprise level solution. Modus underpins this approach with the technically proficient team of experts with “been there, done that, saw that, fixed that” experience. 

 

Develop a Customized Solution Specification based on Business Objectives 

​

• Project Planning, Asset Management and Enterprise Business Planning integration requirements

• Organizational alignment, resource capacity, design, and constraints 

• Internal and external reporting requirements

• Stakeholder management requirements

• Data and Analytics – what do you want to measure, how will you use the data (avoid overdesign)

• Complexity of internal decision making and management structure (centralized or decentralized)

• Internal integration requirements (project portfolio integration and resource planning with Supply Chain, Finance, IT, Operations)

• Commercial strategy and requirements for suppliers and vendors 

• Client integration needs (I.e. how does your PMO dovetail with key client requirements and how do you integrate subcontractor information)

• Enterprise level considerations for portfolio and program rollups across multiple project sites, contracts, and scopes of work

 

Develop Enabling Processes and Procedures

​

• Program and portfolio integration processes

• Data governance and management processes

• Project categorization and phase gate process (scalability based on project complexity and risk)

• Project Controls Processes (project setup, scope and Work Breakdown Structure, schedule development and management, cost estimating and management, forecasting, earned value management, risk management and quantification, change control, lessons learned and continuous improvement)

• Compatibility with project management processes

• Corporate governance or accepted practices - "Is this a Management System" vs. “How We Will Do Business Around Here”

• Quality oversight and audit requirements associated with each approach

​​

Install Tools to Drive Efficiency, Integration, Analytics and Decision Making Capability

​

• Enterprise IT Architecture (Cloud-Based or On-Prem) to determine best setup

• Software selection support to make sure the right tools are being used

• Strategy for IT tool integration and automation

• Strategy for data integration and analytics

• IT tools and data integration infrastructure (hardware)

• Cyber security

• Vendor and client accessibility and integration

• Non-IT tools: facilitative tools and workshops for Project Controls disciplines (e.g. risk management - MPACT and PDRI)

• Standardized templates and forms for project planning tasks including estimating, scheduling, forecasting to support integration with IT tools and process standards

​​

Focus on People: OCM, Training and Communications

​

• Executive Level Project Controls Training – understanding project controls so you ask your people the questions that drive results 

• Utilization of Project Controls for decision making – metrics, probabilistic analysis, risk management and contingencies

• Training People to work the processes and optimize the tools

• Comprehensive Organizational Change Management - communications, rollouts, and information and integration sessions 

• Knowledge transfer and retention

• Succession Planning – Project Controls and project management "as a career path" like operations and engineering

• Coaching and mentoring requirements

• Onboarding new staff – introduction to Project Controls

• Cross-discipline training and developmental needs for staff

​

Performance Metrics, Monitoring and Continuous Improvement

 

• Data Collection–depth, detail, complexity and sustainability. What data do you actually need to create the information you want.

• Project progress status reports and dashboards – the right people getting the right Information at the right time

• Integrated program and portfolio views and rollups 

• Executive level information management reporting - “The two-pager the boss gets each week to manage the program”

• Life-cycle project reports that inform enterprise investment planning. Allocating capital to the right projects at the right time

• Continuous improvement: best practices and lessons learned integration, project assurance infrastructure, problem identification and agile solutioning, accepting and integrating team feedback

• Steering and oversight committees for issue identification, escalation and resolution, risk and commercial management

.