Program & Project Management

We have helped various manufacturers manage their complex programs and have identified the main dysfunctions:

Absence of real Design To Cost approaches that generate recurring cost overruns
Design teams have difficulty taking downstream constraints into account
Poorly formalized departure specifications and insufficient customer involvement
Little supplier involvement in upstream and development phases
Incomplete risk assessment and insufficient risk reduction actions
Poor configuration management and little consideration of the financial and industrial consequences of customer requests
Milestones reached without actually meeting the set criteria
Organization ill-defined according to stakes, industrial maturity, program type & phase and industrial footprint

Our approach

1 Prepare and plan

Set up cross-industry work reviews
Secure control of requirements (technical, financial, etc.)
Building the calendar by subset
Consolidate schedules
Setting up governance

4 to 6 weeks

2 Manage planning and costs

Monitor physical and financial progress
Conduct regular planning reviews over several time horizons
Building scenarios to anticipate risks
Tooling for milestone crossings
Defining catch-up plans

4 to 6 weeks

3 Managing activities

Deploy a synchronized system of preparation and coordination routines across multiple business lines
Set up an arbitration and problem escalation process
Define a process for filtering, validating and integrating batch changes

3 to 6 months

Our experience

Construction and deployment of a program management standard

Implementation of a supplier management system during the industrialization and production ramp-up phases for a leader in the aeronautics sector.

Application of the sub-assembly slicing methodology

Integrated planning for cement plant projects

Critical assessment of the main financial risks associated with projects

Implementation of prevention plans (identification of main project risks, construction of scenarios, modeling, etc.).

Redesigning project cycle management processes

Setting milestones to validate the transition to the next stages (structuring the stages in the life of a project, defining the main milestones, etc.).

Definition and implementation of project portfolio management standards

Contact us

David Dumery

Senior Partner

Alexander Picavet

Expert Partner