Christopher Global

Problem Statement

Executive management at Bonotel faced pressure from the board to implement a method for effective and transparent project tracking. Many company projects were executed without standard procedures, lacking control over the delivery of products and services. In response, the board funded an internal initiative to create an organized and disciplined project delivery system. They determined that a consultant and leader in disciplined project delivery was needed to enhance the company's delivery practices and support executive leadership in project reporting.

Purpose

Bonotel plans to set up a Project Management Office within its IT division to implement PMO governance and standards throughout its organizational structure. Furthermore, the PMO Director will educate the company's business partners on the PMO's role and activities, create a maturity roadmap for the PMO, and guarantee the adoption of PMO practices across the organization.

Custom Solutions & Actions Taken

Bonotel's IT Program Management Office was established under Christopher's guidance, leading to the introduction of the solutions he suggested to Bonotel's leadership team. The following are the solutions he recommended and implemented.

• Integration of hybrid IT project management strategies, adopting KPIs and governance standards (Agile) for managing IT projects, involving both Scrum (IT) and traditional (business) approaches.

• Enhancements to their technology-based systems of record (Jira, Aha) have led to more accurate project-based information and status updates.

• Improved project quality management and risk management through PM mentoring.

• Alignment of resources with both tactical and strategic priorities.

• Design and implementation of prioritized product roadmaps, considering urgency, impact, feasibility, technical complexity, and ROI, for the IT and BizOps portfolios for the fiscal year.

• Introduction of process controls to standardize the use of Project Portfolio Management (PPM) technology.

• Reduction of role conflicts by incorporating standard operating procedures for project team members.

• Improvements to the intake process through the creation of a PMO maturity plan, utilizing a roadmap or backlog.

Conclusion

Bonotel has significantly enhanced its project management capabilities in the travel and tourism sector, focusing on satisfying the board of directors. Through the development of expertise in IT program management, the company now follows a structured and disciplined approach to project delivery. By continuously refining its service delivery model and achieving quicker results, Bonotel gains a competitive advantage over its rivals.