Program & Initiative Management

The alignment of resources for organisational success!
Mostly, the focus in controlling lies on plain figures. Even concepts like the Balanced Scorecard (BSC) in many cases suffers from an emphasis on the management of the Key Performance Indicators (KPI). Regardless of how well the indicators were selected they are still a measurement of results related to the past. When initiatives are included in the approach the focus is on influencing these results. An additional positive side effect is the lack of resources of a company can be actively controlled. Reactions become faster, more effective, and enable immediate options for interventions. Moreover, a consolidated management and initiative management program promotes an enterprise-wide understanding of the key projects, central interfaces, and critical milestones.


Design & implementation of project scorecards

Strategic project and multi project management are characterised by an increase in complexity as well as by sophisticated illustrations of the interrelations. We support you at a strategic and operational level with the development of project scorecards for ongoing adjustment, management, and planning of the project portfolios for the program management


Centralisation & standardisation of the project reporting & management

Apart from the increase of efficiency for the different projects, it appeared that heterogeneous project management and reporting lead to an increase in coordination expenditure. Our approach is the early standardisation of the reporting. Comprehensive acceptance is guaranteed by the realised integration of all relevant roles within the organisation.


Establishment of role concepts for management

Whether accountability models like DEMI/RACI or individual role concepts are used – it is essential to harmonise the roles and define the associated rights and responsibilities. Based on those role concepts we develop a common controlling and reporting cycle that establishes the ongoing project management.


Alignment of the project & measurement portfolio at the company objectives

In companies, projects tend to emerge uncontrolled and to develop a certain momentum. This is one of the largest sources of inefficient resource alignment. A common understanding of the projects ensures resources are applied, assigned, and controlled, complying with the corporate objectives. As a positive side effect the strategy and target focus is valued with a higher significance.


Embedding the controlling initiative in the Balanced Scorecard

Our experience has shown that only with the implementation of Balanced Scorecards and the controlling cycle of indicators, necessary initiatives get in the reach of the focus of management. In the view of the organisational learning curve this is valuable, but very little time should elapse in between. Scorecard concepts have much greater impact on the organisation as soon as the identified initiatives are in focus.