One of the largest supermarket chains in the Northeast region lacked project management standards, as well as a process for planning and prioritizing strategic projects. They had a lack of alignment between the technology department and their business goals. Additionally, they had a shortage of skillsets, which led to technology department troubles.
To overhaul their image among the company's business leaders, the department needed to go through a capability assessment and capacity planning.
Aspirant worked closely with senior management to establish a fully customized enterprise PMO (EPMO). A comprehensive business enablement assessment was conducted by the team as a basis for developing the enterprise portfolio of strategic initiatives.
By using the capability assessment, the technology department was now aligned with strategic company goals and able to better define roles and responsibilities for improved accountability and ownership.
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