Pinnacle Strategies Delivers
Project Management Transformation
Organizations across a range of industries and international regions
turn to Pinnacle Strategies for transforming their project
management processes using Critical Chain Project Management. More
than 70% of our clients choose us because they want genuine
transformation and results, not just software or training.
Why? Perhaps because we have been transforming project management processes since 1999. Perhaps it’s because of our record of achieving results that matter using the Theory of Constraints and Critical Chain Project Management. It may be that we employ a common sense approach to our clients’ business that is grounded in real world experience in projects and industry. Often, it’s because of our team’s specific industry expertise in product development, engineer to order manufacturing, oil & gas exploration, and construction. Even more, perhaps they realize that there’s more to life than fighting fires.
No matter what the reason, we have been consistently rewarded by our customers’ trust and referrals to their colleagues.
We invite you to give us a call to discuss how we can serve you and your team.
Client Results in Projects
Industry
|
Problem
|
Solution
|
Results
|
|
Product development |
A critical market
release date had to be met for the next generation gaming
platform. The project had both technical and schedule
risk involving software and hardware development. |
We educated the
project team in critical chain concepts and then engaged
them in the Critical Chain Right Start process to create a
product launch strategy. |
Target date met Client won the
business |
|
Engineering designs
were constantly delivered late. Unplanned work and
change orders were frequently interrupting existing work.
Project resources were overloaded. |
A comprehensive
solution featuring coaching, teaching and new process
development in project planning, resource planning, and
measurements systems was implemented. |
Past due deliverables
dropped to zero. Days late dropped from
60 days to zero. Proactively managing
the future.
|
|
|
Engineer to Order |
A peak demand for was
jeopardizing the delivery dates. More capacity had to
be found and the lead time had to be reduced. |
A comprehensive
solution featuring coaching, teaching and new process
development was implemented. It required
synchronization with manufacturing, engineering, supply
chain and construction. |
In less than six
months: Output doubled with
existing capacity. Lead time was reduced
50%. Costs were reduced 5% |
|
Oil & Gas |
Project managers in
reactive mode. Needed to change focus from the present
situation to future issues. |
Planning process
development and introduction, including Monte Carlo analysis
and risk assessment. |
Schedule risks were
identified months in advance of project execution, resulting
in changes to technology and resource allocation to finish
the project on time. |
|
Construction |
A
critical deadline was in danger of being missed by more than
6 months, which would have resulted in significant penalties
and lost revenue.
In addition, there were significant technical risks
to project completion. |
A
comprehensive solution featuring coaching, teaching and new
process development was implemented.
It required synchronization with end customer, main
contractor, design, supply chain and multiple construction
crews. |
Lead time reduced by 5 months.
No penalties or lost revenue incurred.
Satisfied customer. |