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Project
Oversight ►►►►
Health Check
+ Commitment and trust
+ Governance, and decision-making
+ Staffing and staff skills
+ Scheduling, monitoring, and anticipation
Action Programs
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Decision-making, priori-tization, change control
+ Skills: project control, meeting management' empowerment, etc.
+ Governance upgrades
+ Critical open issues management
Ongoing Oversight
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Surface and help resolve problems before they become crises
+ Provide confidence in project progress
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Process
Improvement ►►►►
+ Needs assessment & stakeholder analysis
+ Future visioning
+ Process analysis
+ Implementation strategy
+ Pilot planning/rollout
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Change
Management ►►►►
+ Future state visioning
+ Situation analysis
+ Gap, leverage point, & intervention analysis
+ Transformation planning
+ Implementation support
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Knowledge Management ►►►►
+ Knowledge audits & taxonomy development
+ KM process design
+ Development of repositories, access portals,
collaboration tools, expertise locators, & intranets
+ Creation of physical and virtual communities of practice, knowledge networks/sharing events, and intermediaries
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A regional transportation authority had undertaken the largest, most complex, and farthest-reaching project in its history. The project involved the design, development, and installation of new technology; new concepts for operations management, including changes in the roles of hundreds of employees; and an aggressive timetable for completion.
As is all too common on projects of this size and scope, progress was slow and delays piled on top of delays.
While the staff was expert in running a transportation system, they simply did not have the skills or experience to manage a transformational project of this magnitude.
Senior Management called in Chait and Associates to perform a Health Check of the project, to coach management
and staff through the project, and to oversee and support its progress.
We provided an independent and uniquely skilled set of eyes, ears, and hands to help ensure the success of the
project.
And we are transferred the knowledge we have gained from decades of project-support experience about important and valuable tools and techniques that help ensure success. We served in these capacities during the most intensive and difficult portion of the project.
Benefits: as the project is ongoing, final
results are not yet in, but the staff have already learned and are practicing new skills, project management is moving from casual to professional, a new governance structure is in place, and
barriers to progress are being eliminated. The initial rollout has been expedited by several months and is on schedule.►►►►
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After decades of stability, major changes in the competitive, regulatory, and IS environments forced a $2B Australian financial services company to redesign its
administrative/delivery processes and systems.
Focusing on the core call center processes, Chait and his project team developed a one-stop service concept; designed a fully
automated, client/server-based customer service system; and shifted the organization from a hierarchical to a "flat" structure.
Benefits: 33% reduction in headcount and a reduction
from twenty days to one hour in elapsed time to solve typical customer problems.►►►►
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Faced with rapid growth but flat profits,
a real estate investment firm with a portfolio of over 700 multi-unit residential properties needed to dramatically improve productivity and customer service.
Chait worked closely with top management to redefine the corporate vision, and led a joint ADL/client team that applied role
modeling and other change methodologies to develop a comprehensive restructuring plan. Change activities included combining the sales and administrative organizations into a single customer-focused
unit, and selecting/deploying a Windows NT/SQL/Lotus Notes environment to support the new structure and processes.
Benefits: profitability increased from 22% to 35%;
expectations were met or exceeded for 95% of customers in every market segment; employee job satisfaction ratings rose to 95%.►►►►
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When the CEO of an international management consulting firm recognized the need to leverage the company's extensive intellectual capital more effectively, he asked
Chait to take on that mission.
Leading a core team of eight KM specialists, Larry built a virtual organization that collected and organized 12,000 key
documents focused on re-usable methodologies, products, tools, and "learnings," as well as detailed information on more than 4000 employees and 16,000 client assignments.
The team deployed a Web-enabled, Lotus Notes application that provided instant access to all of this data using free text, key word, "more like this," and other search mechanisms. At the same time, the team established a network of over 100 "Knowledge Stewards" to tailor and drive utilization of KM processes within each practice/business unit.
Benefits: 50%-75% time saving on regularly performed
sales and service delivery tasks; projected $50M to the bottom line from improved sales conversion, reduced sales costs, more efficient service delivery, and more rapid assimilation of new staff.
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