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Transforming the project organisation of an international company

Missions
  • Define with discipline, cost and planning participants the “key principles” for designing the new standard work breakdown structure, organisational breakdown structure, roles and responsibilities and team routines.  
  • Carry out a comprehensive analysis of stakeholders and ensure needs are identified and prioritised. In particular, involving the different levels of management (in addition to the key users who played a central role) to identify their expectations. 
  • Organising workshops to understand the issues and difficulties involved in changing practices and tools. Defining the project deployment strategy (pace, breakdown, local relays) and co-constructing a detailed deployment plan with each entity. 
  • Implement the plan, relying as much as possible on local relays, who are given priority for training and benefit from the sharing of experience. 

Client

Alstom

Localisation

Worldwide

In 2018, Alstom launched an initiative to strengthen its project and tender management practices. 

This initiative was a real transformation that affected multiple aspects of project management: structuring project activities around deliverables, monitoring through planning with the introduction of EVM, realigning project organisation and governance with this structuring.  

At the same time, a new management tool was deployed, enabling project planning and costs to be aligned, and appropriate reports to be generated.  

The project:

Our subsidiary setec IPMC assisted Alstom’s transformation team in defining and deploying a standard structure for each of the company’s activities. 

Expertises

Transformation

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