A large company set out to replace its outdated capital projects tools with expanded ERP capabilities. The requirements were clear and well documented. But the implementation fell behind anyway.
Slipping deadlines have a way of exposing what sits underneath them. Half of their critical initiatives were running late, and budgets were drifting 35% off plan. And leadership had little visibility into where any given initiative stood, which meant they only became aware of the problems after they were already expensive.
The ERP implementation had revealed a project management problem. Fixing the schedule meant fixing how the company ran projects.
Falconi's first move was to help make the work visible. We refined user stories, prioritized deliverables, and organized the backlog into coordinated sprints. For the first time, everyone could see what had to happen, in what order, and what was blocking it.
Then came the routines. Falconi looked at how projects were run, designed new project management processes, and standardized tools and reporting so that a status update meant the same thing on every initiative. While the terminology and reporting were the same, the frameworks themselves were tailored to each initiative's complexity vs. than forcing one methodology on everything.
The last phase put the new routines to work. We piloted new project cycles built on agile principles, trained ~35 team members on the methodology, and scaled from the pilots across all six initiatives.
Three months in, the numbers had moved. Project delays went from 50% down to 8%, and budget deviations decrease from 35% to 9%. Six initiatives were stabilized, and 35 people trained on a methodology they now run without outside help.
We prioritized governance. Once roles and expectations were defined, decisions stopped piling up. The methodology was adaptabe to match each initiative vs. forcing every project through the same process. And the templates and reporting tools were simple enough that teams kept using them.
The company ended up a repeatable project management model, run by its own people, that applies to whatever it takes on next.