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The establishment of an adapted PMO unit proved to be complementary.

Thomas & PironICT is in perpetualevolution to support the constant expansion of the group of the same name. of a department within the family business, shespan is now a wholly-ownedsubsidiary, exclusivelyservinggroupentities.The heart of activity remains common but each entity being specialized in a type of construction and geographical scope,the ITarchitectureis becoming more complex.

The main challenges being:

  • To maintain and improve the quality of the services provided
  • Prioritize resources in accordance with the group’s strategy and reach a consensus allowing each business entity to meet its objectives
  • Streamline communication between all IT/business stakeholders
  • Simplify the IT architecture to facilitate its maintenance and scalability

Thomas & Piron ICT began its transformation with an internal reorganization around agile practices. The establishment of an adapted PMO unit proved to be complementary, in particular in order to:

  • Formalize the IT roadmap on different horizon levels and share it with business teams and management
  • Improve communication between IT teams for more transparency
  • Set up a demand management flow allowing objective and collegial decision-making on priorities

The project and the actions carried out

GCP Consulting was mandated to set up a PMO (Project Management Office) unit, to animate it and transfer its management internally.

It was essential to build this unit as a complementary element to the internal transformation of working methods towards greater agility.

Following a first stage of observation and information gathering, GCP Consulting was able to produce an inventoryof current IT projects, formalize the group’s IT roadmap and define the priority actions for the creation of this unit. .

These consisted in particular of:

  • Determine a scale of complexity for IT requests and associate the right level of governance (projects vs developments)
  • Formalize project management processes (prioritization, planning, execution and closure) for complex initiatives
  • Set up the appropriate management bodies
  • Set up documentation tools to streamline communication (template library, reporting, etc.)
  • Selection and implementation of tools for managing the service desk, the flow of requests and development/deployment

In collaboration with all the entities of the group, GCP Consulting then piloted this cell to enable it to reach a sufficient level of maturity to transfer this management to internal resources who are now developing the initiative and gaining in maturity.

What were the results of setting up the PMO unit?

Thomas & Piron ICT SA was able to:

  • Improve its communication with the various business entities, whether about operational reporting but also about the ICT roadmap
  • Define objective mechanisms for the selection/prioritization of IT initiatives in symbiosis with the business teams but above all in accordance with the group’s strategy
  • Put in place tools for managing its performancein order to improve the quality of its service
  • Maintain independence in the long-term management of its tool

ByGilles Melon, Project Governance Consultant, has nearly 15 years of experience in project support. Gilles learned to put his knowledge at the service of projects of various kinds (eCommerce, Data Management, Infrastructure, ERP, etc.) in various sectors (pharmaceutical, cosmetics & luxury, textiles, printing, public service, etc.). By this experience on the field and its multiple certifications (PMP, SAFe SPC , PRINCE2 Practitioner , DSDM Agile PM, ITIL Foundation), he has significant capacity for analysis and benchmarking, ensuring the application of the project management methodology most suited to each case.

GCP consulting is a consulting firm specializing in operational excellence and change management.