The company targeted aggressive goals for increased sales and profitability. They hired a strategic planning company to identify the tactical projects necessary to achieve these goals. The projects included: developing new marketing channels, enhancing the company’s product line, improving their manufacturing capabilities, and generating additional sales.
The board of directors was prepared to borrow money or reserve retained earnings to complete these projects. However, the board wanted assurance that they would receive a sufficient return on their investment. Unfortunately, the strategic planning company, like many such companies, possessed expertise in strategy development, not in strategy execution.
The company hired PMAlliance to do the following: (1) Create realistic, detailed project plans to accomplish the strategic projects, (2) implement resource plans to enable simultaneous completion of day-to-day work as well as strategic projects, and (3) provide key stakeholders with dashboard and metrics reporting.
We worked with the company’s strategic teams to develop project plans for each initiative. We also provided dashboard reporting for management’s use in monitoring the status of activities. As a result, stakeholders could obtain both high-level project information and drill-down for detailed information as-needed.
The Board of Directors also received regular feedback to assure them that project teams were making significant headway and that company funds were being invested appropriately.
The company has completed all of its strategic projects and their stock price has increased by over 280%.
Company executives and directors attribute much of this increased share price to the completion of those strategic initiatives. In fact, when the company recently addressed the investment community, it discussed its promising future in terms of the extraordinary success of these initiatives.
PMAlliance, Inc. is a project management consulting, project management training and project office development company. We partner with our clients to provide mission-critical services.
Case Studies and Examples
- Case Study #1 - Operations Strategy Impact Reference and Deployment Guidance (HTML, PDF 1.4MB) (Publication Number: FHWA-HOP-10-002, September 2009).
- Case Study #2 - Incorporating Highway Capacity Manual Procedures into Long-Range Transportation Planning (HTML, PDF 1.4MB) (Publication Number: FHWA-HOP-10-003, September 2009).
- Case Study #3 - Using Archived Data As a Tool for Operations Planning (HTML, PDF 2.8MB) (Publication Number: FHWA-HOP-10-004, September 2009).
- Case Study #4 - Application of Microsimulation in Combination with Travel Demand Models (HTML, PDF 1.6MB) (Publication Number: FHWA-HOP-10-005, September 2009).
- Case Studies of the Congestion Management Process (HTML) – This series of in-depth case studies is a companion to the guidebook and focuses on the Congestion Management Process (CMP) at seven metropolitan planning organizations (MPOs) around the country.
- Developing Decisionmaker Support for Management and Operations at MetroPlan Orlando, Case Study (HTML, PDF 1.6MB) (Publication Number: FHWA-HOP-10-056, November 2010).
- The How: Case Studies Advancing Planning for Operations – Best Practices Illustrating the Benefits of Planning for Operations. A strategic approach to planning for operations that is guided by specific objectives and regular performance measurement will help ensure that the most effective operations strategies are incorporated into transportation plans. In many regions around the country, agencies are already applying elements of this approach in a variety of ways. The case studies below are just some of the examples of where this is being done.
- Capital District Transportation Committee Albany, New York,Case Study (HTML, PDF 323KB) – Placing the Congestion Management Process in the Context of Metropolitan Transportation Planning Goals and Objectives (Publication Number: FHWA-HOP-09-043, April 2009).
- Delaware Valley Regional Planning Commission Philadelphia Metropolitan Region,Case Study (HTML, PDF 305KB) – Planning for Congestion Management and Tracking Progress (Publication Number: FHWA-HOP-09-044, April 2009).
- The Denver Region Traffic Signal System Improvement Program Case Study (HTML, PDF 324KB) – Planning for Management and Operations (Denver, Colorado area) (Publication Number: FHWA-HOP-09-046, April 2009).
- Metropolitan Transportation Commission San Francisco Bay Area Case Study (HTML, PDF 455KB) – Developing Regional Objectives and Performance Measures to Improve System Operations (San Francisco Bay Area, California) (Publication Number: FHWA-HOP-09-047, April 2009).
- Pima Association of Governments Case Study (HTML, PDF 402KB) – Regional Concept for Transportation Operations Fosters Planning For Operations in the Tucson Metropolitan Area (Publication Number: FHWA-HOP-09-048, April 2009).
- Wilmington Area Planning Council New Castle County, Delaware and Cecil County, Maryland Case Study (HTML, PDF 340KB) – A Performance-Based Approach to Integrating Congestion Management into the Metropolitan Planning Process (Newark, Delaware area) (Publication Number: FHWA-HOP-09-045, April 2009).
- Outcomes-Based, Performance-Driven Planning at Metro Portland, Case Study (HTML, PDF 2.5MB) (Publication Number: FHWA-HOP-10-055, November 2010).
- Programming for Operations: MPO Examples of Prioritizing and Funding Transportation Systems Management & Operations Strategies (HTML, PDF 1.4MB) – The Programming for Operations: MPO Examples of Prioritizing and Funding Transportation Systems Management & Operations Strategies report discusses how metropolitan planning organizations have incorporated transportation systems management and operations projects into the programming phase of transportation investment decision making in metropolitan areas.
- The Use of an Objectives-Driven, Performance-Based Approach at the Champaign County Regional Planning Commission (HTML, PDF 1.6MB) (Publication Number: FHWA-HOP-10-054, November 2010).