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Pyramid Service Profile
1.
Pyramid Consulting International Service
Profile Pyramid Consulting International August 2015
2.
Page 2© Pyramid
Consulting International Service Lines We work with organizations at multiple levels to achieve performance excellence Strategy Are we doing the ‘right’ things? Are projects or initiatives aligned to the organization’s strategy? Are resources deployed with optimum high strategic value? Are we prepared to do the ‘right’ things? Capability Do we have the appropriate infrastructure to achieve our strategic objectives? Will we achieve fiscal year targets? Are we doing the ‘right’ things ‘right’? Execution Can we execute to achieve the planned deliverables and milestones? Are we managing our schedules, budgets, and risks using optimized processes and tools? We help organizations translate their strategy into a portfolio of successfully executed programs and projects
3.
Page 3© Pyramid
Consulting International Strategy Are projects aligned to organization’s strategy? Are resources deployed on projects with optimum high strategic value? Are projects prioritized for capital allocation in a way that will allow the organization to handle events such as budget cuts? Do we understand the key drivers of profitability? Will the organization achieve fiscal year targets? AreWeDoingTheRight Things? Strategic Alignment Resource Management Portfolio Optimization Financial Performance Fiscal Responsibility
4.
Page 4© Pyramid
Consulting International Capability Do we have the appropriate infrastructure to achieve our strategic objectives? Do we have the right level of project management maturity to manage and implement our portfolio? Do we have a comprehensive project delivery and lifecycle management processes that are standardized across the organization? Is our organizational culture a barrier to change? And can we assess and change our culture? Do we have the right organizational matrix that achieves cross functional integration? Can we successfully implement our processes? How do we handle change? Have we established a lean/continuous improvement culture? Do we have the capability to develop, track and report Key Performance Indicators Do we have a PMO (Portfolio/Program/Project Management Office) that supports the management and implementation of the portfolio? How do we communicate/report on the portfolio to external and internal stakeholders? AreWePreparedToDoTheRight Things? Infrastructure Portfolio & Project Management Maturity Process Organizational Culture Change Management Lean/ Continuous Improvement Portfolio Management Office
5.
Page 5© Pyramid
Consulting International Execution Are project benefits realized and lessons learned documented? Are we executing to achieve the planned project deliverables and milestones on time and within budget? Can we implement the whole annual portfolio or are we leaving money on the table? How do we handle contingency and risk management? Are we managing project schedules, budgets, risks, and scope change using our processes and tools? AreWeDoingTheRightThings Right? Benefits Realization Monitoring & Control Cost Management Risk Management Performance Management
6.
Page 6© Pyramid
Consulting International Value & Benefits Realized After implementing our solutions, our Clients have realized the following value/benefits in their processes, and/or on specific programs • Over the past five years, our Client has been able to increase their capital project spend throughput by 166%, while improving their variances (actual spend vs. budget) by 83%. Process Development • After an IT audit of our Client’s recently purchased enterprise project management software solution, we identified a 77% annual savings of maintenance costs ($849,300/yr) due to right sizing the solution. A right- sized solution may have also saved the Client as much as $2.9M in initial investment. IT Portfolio Optimization • Through our Project Services, specifically our Owner’s Representative service, we saved our Client up to 4.3% ($1.5M) of the original Contract amount. Owner’s Representation • Through our Project Management Consulting Services, our Client experienced over a 14% savings in its management of their portfolio of capital projects. Performance Management • Through our Continuous Improvement service, we increased our Client’s efficiency on key financial processes by over 63%. Continuous Improvement • Unified our Client’s geographic organizations by developing and implementing consistent project lifecycle management processes and infrastructure tools. Organizational Culture • Using lean methods, we reduced the Client’s annual budget by almost $17M in sustainable cost savings in addition to $5M in one-time savings, without any effect on operations or production. Lean/Cost Reduction SERVICE LINES QUANTIFIABLE IMPACT
7.
Page 7© Pyramid
Consulting International Representative Case Studies Engagement Description LocationIndustry Service Line Project Lifecycle Management Process Development and Implementation Developed a multi-phased project lifecycle management process that spans the lifecycle of a project from conception to closeout. The development effort was initiated to standardize processes across the organization and improve efficiency of execution. A major change management effort was then initiated that focused on implementing the developed process across all business units. This involved the formation of focus groups, developing and conducting training, and establish process key performance indicators . Utility and Energy • Process Improvement • Process Implementation • Training Columbus, OH Tulsa, OK Roanoke, VA This engagement focused on assessing the project management organization and establish a Portfolio Management Office (PMO) to support the organization in project controls, estimation, reporting, and continuous improvement. We assessed job descriptions and matched them with available skills. In addition, we created succession planning for different job functions and developed career paths for PMO personnel. Utility and Energy • Organizational Development • Project Controls • PMO Columbus, OH Tulsa, OK Roanoke, VA Portfolio Management Office Establishment Capital Project Assessment Management Driven by two primary initiatives: 1.) a State of Ohio plan to allow State universities the ability to request local administration of projects, and 2.) a dramatic increase in the design and delivery of large, complex facilities ; a major university in Columbus, OH has engaged us to assist them with a Capital Project Management Assessment for construction projects over $10 million. The primary goals of the assessment included: reviewing policies, procedures, and delivery systems; evaluating budget, schedule, and quality management practices and comparing them to the practices of similar public and private sector organizations, identifying industry best practices and comparing them against current practices, performing detailed examinations of six-to-ten large projects that either have been completed or are presently underway, and providing capital program augmentation recommendations Education • Strategic Planning • Capital Management Columbus, OH
8.
Page 8© Pyramid
Consulting International Representative Case Studies Engagement Description LocationIndustry Service Line Process Compliance Audit and Continuous Improvement The client required assurance on the compliance for projects with the project lifecycle management process that is supposed to be followed by all groups of the organization. This called for a comprehensive auditing approach with focus on compliance with all gates of the process to ensure smooth transition between planning and project management, ensure successful completion of projects; and coach project teams to address and close any gaps. The audit components include robust project scoping, scope change management, detailed estimates based on completed scopes, cost management, detailed schedules, and monitoring cash flow. Utility and Energy • Process Improvement • Organizational restructuring • PMO Building • IT Infrastructure Improvement • Performance Management Alignment Columbus, OH Tulsa, OK Roanoke, VA 10-Year Strategic Planning for a Utility Company The scope of this engagement was to develop a strategic plan for a utility company that identifies their strategic objectives and how to achieve them. Our services included interviewing the company President regarding the company’s goals and objectives, interviewing the company staff to understand the departmental goals and objectives, and facilitating a strategy session for discussion of the following: a.Company’s success in the next 10 years b.Key performance indicators to measure company’s success c.How to prioritize the alternatives, opportunities, and challenges Utility and Energy • Strategic Planning • Strategic Alignment • Decision Making • Continuous Improvement Fort Wayne, IN Capital Improvement Portfolio Prioritization and Selection The objective of this engagement was to assist the client in prioritizing capital improvement initiatives and selecting the ones with most strategic value for implementation given budget constraints. A capital project selection system was developed to align investments to strategic objectives. The ultimate goal of the capital project selection process is to select capital projects that are most aligned with strategic priorities as well as corporate priorities. We also included factors such as complexity and urgency along with strategic value. The client was able to clearly see how investments are being made to achieve the corporate strategic goals. Utility and Energy • Decision Making • Strategic Alignment • Capital Management Detroit, MI
9.
Page 9© Pyramid
Consulting International Representative Case Studies Engagement Description LocationIndustry Service Line Risk management The engagement scope of work included the development of a comprehensive risk management plan for a high-risk, high profile mega construction project. The risk pan covered different aspects of risk and mitigation plans for the construction of the Freedom One tower in NYC. Construction • Risk Management New York, NY Developing National lean Construction Program and Credentials Developed the first Lean Construction Educational program in the US and worldwide. The program is scheduled to be offered to more than 33,000 member companies through 94 chapters of a leading technical association. The scope of work included the development of the program curriculum plan, the business plan, pricing and marketing strategies, the content of all unit, the assessments, and the credentialing plan. Construction Training & Education • Lean Construction Washington, DC. Comprehensive Strategy Development for Green Tech Startup Developed the strategy and business model for a startup in the Green technology space. The scope of work included conducting primary market research to identify innovative technologies in the Green Concrete space, creating detailed profiles for more than 30 innovations including intellectual property profiles. Working with founders to support fund raising and business planning activities. Conduct due diligence for potential partnership and technologies, and develop a business model for revenue generation including incentive structure and carbon credit monetization. Green Technologies, Alternative Energy, Carbon Trading Market • Business Building • Energy Innovation Dayton, OH Process Automation and Knowledge Management Designed and implemented a turn-key process automation program for a large estimating and project services company. Worked with management, technical staff and technology group to map the existing process; defined the technology requirements for process automation; identified a technology implementation partner; and oversaw the implementation process. Professional Services • Process Development • Process Automation Chicago, IL
10.
Page 10© Pyramid
Consulting International Representative Case Studies Engagement Description LocationIndustry Portfolio Performance Tracking and Reporting The scope of work included the establishment of a Portfolio Reporting and Performance Tracking (PRPT) group. The group’s responsibility was to • develop, track and report on key performance indicators related to project, portfolio, and PMO performance. • coordinate the development of parametric schedule database and communicate with estimating group for historical analysis. • perform project cost and schedule audits on the selective projects as required by management Utility and Energy • Performance Management • Portfolio Reporting • PMO Columbus, OH Tulsa, OK Roanoke, VA Cost Reduction and Continuous Improvement Cultural Transformation The objective of the engagement was to establish a continuous improvement program through cultural transformation. The following two-tiered approach was used: • Implementing a Lean/Performance Excellence Program focusing on generating near-term cost savings and process improvements through Lean/Six Sigma approach • Building the infrastructure for a long-term sustainable continuous improvement culture Utility and Energy • Cost Savings • Continuous Improvement Piketon, OH Gallipolis, OH Madison, IN Project Lifecycle Management Process Development and Program Management Office Establishment This multi-objective engagement involved working with the Facilities’ Planning, Design and Construction department of a major hospital to develop and implement a process for managing the lifecycle of a project from inception to activation & closeout. In parallel, a Program Management Office was established to support FD&C project managers with project controls and continuous improvement capabilities. While the process and the PMO were under development, the engagement also included a quick containment aspect by providing the Client’s projects with immediate schedule control, cost control and performance reporting capabilities. Health Care and Education • Process Development and Implementation • Organizational Development • Project Controls • PMO Chicago, IL Service Line
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