“ProjectCorps’ insights and recommendations created an invaluable roadmap and process development guide that continue to steer and deliver value to our organization today.” Carol Guttzeit - Vice President OppenheimerFunds, Inc.

The Situation:

OppenheimerFunds—one of the nation’s largest and most respected asset management companies—follows an investment philosophy built on six key principles: investment excellence, consistency, expertise, teamwork, balance, and integrity. It sets the same high-bar when it comes to managing its internal business operations. The OppenheimerFunds Shared Services organization wanted to enhance the efficiency and alignment of its project delivery capability. Seeking a comprehensive, cost-effective approach, they turned to ProjectCorps to support this key project portfolio management (PPM) initiative.

Our Approach:

ProjectCorps views every organization as unique. To ensure our vision of a PPM solution is correctly aligned with our client’s existing work structures and flow, we worked closely with Shared Services’ leadership, staff, and internal customers to help clarify a shared PPM vision and identify the challenges. Then, in a series of progressive steps, our consultants documented the organization’s current state and capability, the gaps between, and, through analysis and benchmarking, delivered options and recommendations that would close those gaps over time.

The development of a detailed two-year roadmap, plan and schedule helped the Shared Services division align IT operations with its business priorities, manage project demand, and deliver quality projects on-time and on-budget.

Upon completion of this project, ProjectCorps was asked to stage and support the launch of its PPM Software Solution Pilot project with further development of the functional and technical requirements of the new system.

The Result:

ProjectCorps provided strategic and operational support, delivering:

  • A shared vision, goals and understanding of portfolio and project management across all levels of the IS Division.
  • Company buy-in and sustainability for PMO.
  • Successful enterprise implementation of a PPM tool.
  • Increased on-time, on-budget quality project delivery.
  • Benchmark for best-fit practices.
  • Reduced project collision and delays based on improved capacity information and monitoring.

“This project demanded excellence—ProjectCorps delivered,” says Carol Guttzeit, Vice President of OppenheimerFunds.