Our Customers’ PM Success Stories


ProjectExperts offers PM Learning, Project and Program consulting and coaching services, PM methods improvement, and a range of PM products. The Customer Success Stories below are a representative sample of a range of those offerings over our last 35 years.

Aerospace Leader Manages More Programs Without Adding Staffss-aerospace

They sought hour help because they had turned down $17 Billion in billable contracts in that year–they were not confident they could manage the resulting additional programs. Fortunately, this client was already trained in the competitive project and program management methods of the ProjectExperts.

We set up a cross-program PMO using our ExPo program, reviewed their processes, and increased the consistency of program milestones and roll-up reporting. We improved cross-program dependency tracking and communications, and standardized resource assignment communication and prioritization, The following year, they added another $21B in contracts without adding any program staff (there were manufacturing increases, of course).

Big Eight Consulting Firm Wins More Bids, Profits More on Bids Won

ss-big-eightSucceeding at one of the two actions in the title is easy. Win more bids by bidding lower. Make more profit by bidding high. Both together requires an organization commitment. This “Big Eight” firm selected us to help them achieve that goal. To do so, we reviewed and improved their estimating, bidding and risk management methods. In that era, it was common practice to charge customers to manage their own risks: We pioneered a different approach.

Using our KnowRisk services, we identified risks that customers were willing to commit to manage as contract exclusions, so the bids were significantly lower. Then we wrapped our  differentiating PM methods around their Systems Engineering methods, developed a custom PM Workshop for their Senior Consultants and Managers, and trained their trainers in rolling it out worldwide. Not only did they move from #4 to #2 in the Big 8 ranking, their newfound approaches transformed the way consultancies estimate and bid projects, and manage risks, still today, over 29 years later.

Leading Oil Company Improves PM Performance, Coaching Managers In the Middle

ss-big-oilAlready incredibly effective and a market leader, this “Big Oil” company knew it could improve project performance. Based on an organization-wide performance assessment, ProjectExperts identified the communication and action-effectiveness of the Managers in the Middle to be a significant area for improvement. One result: A 3-day workshop, called Leading Project Managers, that had the unofficial title, “Up, Down or Out.”

In this workshop, Managers learned the vast repertoire of actions they can take to add value to every project they touch. Then, they identified how they did so. Those who could not demonstrate their value had other job options. Those who could show their value received promotions. The net result: Significant project improvement on all success measures over a three-year period.

USA’s Shortest Program Saves Warship Building Capacity

ss-warshipIf you have just a bit over two years to demonstrate a complete, end-to-end Product Data Management System, and based on a detailed program plan you know it will take more than three years. You have 12 IT staff and peak staffing required, based on the plan would be 60 staff; and if even then there is a less than 50% chance of success, what would you advise?

If the consequence of failure is that you can no longer bid on contracts to build new Warships for the US Navy, does that make your recommendation easier? ProjectExperts’ Rapid Initial Planning service, plus this company’s stellar Executives, helped make a difficult decision: to sell itself to a competitor. This well-informed, brave action led to survival of a key USA Defense capacity. All in nine days of intensive program planning!

Spreading PM Performance Throughout Brazil

ss-brasilAfter our first two PM workshops in Brazil in the early 1980s, we met with the Ministry of Informatique, with the idea of turning Brazil into the IT Software Development center for first, second and third world nations. Even though this program died with the nation’s President (who died in office, and his successor brought in all new government officials), we continued to return to Brazil each year to teach our newest version of Project Management Tools ‘N Techniques® through 1988.

A side note: Each time we returned, we brought with us a newly updated class. Our PM Classes always had 40-50 participants, and involved simultaneous translation. Ten or so of the class participants were usually consultants, who translated the materials, and taught them all over Brazil for the next year. The outcome: Over a dozen different industry sectors learned the ProjectExperts’ unique PM methods over a six year period.

Coaching Big Pharma IT to Maturity Level Three

ss-big-pharmaBig Pharma is big business, and the more effective they are in their Information Technology projects, the more profitable they become. We licensed our Project Management and Information Technology methodology, THE Guide, to this client, and, over a five year period, measurably improved PM and systems delivery performance, reduced time and cost, and increased organizational success.

THE Guide was designed to bring organizations to Maturity level three, and it positioned this client to move from level one to level three, then continue moving up the effectiveness ladder. Most IT organizations today are still at maturity level one, with great room for improvement. Once again, ProjectExperts provides the cures for organizational pm process ailments!

Improving Performance In Mainframe Manufacturer’s Small Project Portfolio

ss-big-ironIt started with a single training in our Small Project Management workshop. Then, based on the results, it expanded into embracing our underlying methodology, Co-Pilot: Small Project Guide®. The focus area for improved performance was the lights-out demonstration data center of one of the largest Mainframe manufacturers, running a dozen different operating systems, and serving thousands of online users all over the World.

Their small project backlog averaged over 800 projects at any time, with a “churn rate,” or completion rate, of over 30% of them per week. This client used Co-Pilot: Small Project Guide and our training to “get a handle” on their projects, increasing effectiveness, customer-request turnaround, and employee satisfaction. Ultimately, they finally freed up enough staff to begin working on their backlog of longer-term projects that would prevent many of their short, quick-fix projects that were spinning out of control. Truly doing more with less!

Increasing Regulatory Compliance in IT Methods For US Bank

ss-big-banksThe late 1990s was an era of increased regulatory requirements for banks; most struggled with the deadlines. Adapting our Information Technology and Project Management methodology, THE Guide, to help this client meet its’ IT-based regulatory requirements took less than a year.

We kept the bank open in the face of shutdown threats rising from non-compliance. All without adding oppressive and unnecessary processes, as many similar solutions caused! Of course, our IT development methods also helped their staff to deal with the massive changes in their processes, because to us, organizational change is part of the project.

Shouldn’t your PM success story be on this list?