A global nuclear energy organization had multiple innovation PM teams across several continents, but needed more visibility into project status, investment prioritization, and benefit realization. Company leadership could not comprehensively track, monitor, and prioritize resources as the project teams used disparate tools, applications, and reporting on project health, ROI, and demand signals.
This environment led to inefficient resource allocation, project budgets, and declining return on investment.
Aspirant worked with stakeholders to define current state processes across their global presence. We aligned PMO processes to project management best practices, from ideation to commercialization. We implemented a comprehensive portfolio management process to consolidate investment and budget management efforts across ten business units.
We migrated disparate data systems and created interactive reporting and forecasting systems to aid data-informed investment management and benefit realization. We also served as interim portfolio manager for 12 months to model best practices in the standup of the portfolio management office.
13 March, 2023
28 February, 2023
31 January, 2023