Core Consulting Group (CCG) was engaged by one of Australia’s leading energy companies with operations ranging from gas exploration and production, energy generation, right through to energy retailing. With 4.4 Million customers, 5600+ employees and 160,000+ shareholders, it is one of Australia’s largest energy retailers, responsible for generating around 13% of Australia’s electricity.
The growth of their project portfolio, together with the move to a capital constrained environment had required the client’s Program Delivery PMO to review and uplift their Planning and Scheduling practices. The management team acknowledged the need to improve the visibility of projects across the portfolio in order to manage dependencies more effectively and to allow for more effective portfolio prioritisation.
CCG were selected to support our client on their journey, through the uplift of their Planning and Scheduling capability, the introduction of portfolio reporting and dependency management. In order to reach the required level of maturity, CCG commenced by introducing a refined Planning and Scheduling set of guidelines and standards for use across the portfolio. Along with personalised training and mentoring, the capability of the project teams quickly matured, resulting in more effective and reliable schedules.
The matured schedules allowed for portfolio rollup reporting and cross-project dependency management to be implemented, something that had previously not been possible. As a result, in the future as the portfolio progresses and transforms, the landscape can now be assessed with any impacts and flow on effects identified and management decisions executed accordingly.
Our client has benefited from an efficient and effective engagement that has provided significant value for a modest spend.
Key elements of the solution included:
- Planning & Scheduling Guidelines and Standards
- Implementation of portfolio reporting
- Uplift of scheduling capability amongst the team through training coaching and support