Case Study – Integration for a Big Picture
September 20, 2017
Efficiency & Science
September 21, 2017Case Study
Despite being the Portuguese’s leading player in the pulp and paper industry and having a reputation for innovation, The Navigator Company needed to gain control of its group-wide projects. Implementing Governance.Business has allowed the business to gain greater visibility and transparency, helping it to improve the allocation of resources and ensuring new services get to market faster.
The Navigator Company group is today one of the world’s leading players in the pulp and paper industry.
The Group’s production capacity and exports make it a driving force for Portugal’s economy, accounting for approximately 3% of all goods exported from the country, with a turnover representing close to 1% of the nations GDP.
The Group’s production capacity and exports make it a driving force for Portugal’s economy, accounting for approximately 3% of all goods exported by the country, with turnover representing close to 1% of GDP.
The Navigator Company is also a leading operator in the biomass energy sector:
• More than 50% of all power generated in Portugal from biomass, a renewable source of energy, is produced by The Navigator Company.
• The Company generates 5% of all electricity in Portugal.
Industry: Paper & Forest ProductsCompany size: 1,001 - 5,000
Country: Portugal
Website: www.thenavigatorcompany.com
Duration:
- Step 1 – 3 months
- Step 2 – 4 months
- Step 3 – 3 months
- Step 4 – 10 months
- SAP (RH, FI)
- AD (Active Directory)
- MS Project
- Time Management
- Project Portfolio Management
- Resource Management
- Request Management
- Demand Management
- Project Management
- Reporting and Dashboards
- Project Management
One solution for all departments
Standardization and automation of all the activities and processes within the IT department and provide an integrated solution to meet the needs of the various directors and departments within The Navigator Company.
The main objective was to improve the efficiency and effectiveness of its operations and execute the strategy of the various departments that provide shared services.
The second objective was the implementation of a single solution that required minimal configuration and training for users.
More control, less risk
Deployment and configuration of the Governance.Business tool in three steps to achieve better control of risk and allow a controlled management of change within the organization.
- Step 1
Support the introduction and establishment of a PPM solution (Governance.Business), according to the principles of governance defined in the various departments. Support the project management processes (including financial and resource management within this scope). Provide an integrated analysis of projects to obtain a program level view. - Step 2
Enhancement and expansion of the PPM solution (Governance.Business) across the departments, including the overall management of resources (with pools of employees and their skills, based upon the organization chart) and financial management, and a transversal project management approach in order to identify the allocation of cost per area (this included integration with the financial systems). - Step 3
Extended visualization of the activities across the organization, with integrated service request management to support the delivery of services. A hierarchy of projects and programs, with the allocation of budgets, and the scaling issues and risks.
Deplyment Highlights
