Pyramid Service Profile

Pyramid Consulting International
Service Profile
Pyramid
Consulting
International
August 2015

© Pyramid Consulting International
Service Lines
We work with organizations at multiple levels to achieve performance excellence
Strategy Are we doing the
‘right’ things?
 Are projects or initiatives aligned to the organization’s
strategy?
 Are resources deployed with optimum high strategic
value?
Are we prepared to
do the ‘right’ things?
Capability  Do we have the appropriate infrastructure to achieve our
strategic objectives?
 Will we achieve fiscal year targets?
Are we doing the
‘right’ things ‘right’?
Execution  Can we execute to achieve the planned deliverables and
milestones?
 Are we managing our schedules, budgets, and risks using
optimized processes and tools?
We help organizations translate their strategy into a
portfolio of successfully executed programs and projects

Strategy
Are projects aligned to organization’s strategy?
Are resources deployed on projects with optimum high
strategic value?
Are projects prioritized for capital allocation in a way that will
allow the organization to handle events such as budget cuts?
Do we understand the key drivers of profitability?
Will the organization achieve fiscal year targets?
AreWeDoingTheRight
Things?
Strategic
Alignment
Resource
Management
Portfolio
Optimization
Financial
Performance
Fiscal
Responsibility

Capability
Do we have the appropriate infrastructure to achieve our strategic objectives?
Do we have the right level of project management maturity to manage and implement our
portfolio?
Do we have a comprehensive project delivery and lifecycle management processes that
are standardized across the organization?
Is our organizational culture a barrier to change? And can we assess and change our
culture? Do we have the right organizational matrix that achieves cross functional
integration?
Can we successfully implement our processes? How do we handle change?
Have we established a lean/continuous improvement culture? Do we have the capability to
develop, track and report Key Performance Indicators
Do we have a PMO (Portfolio/Program/Project Management Office) that supports the
management and implementation of the portfolio? How do we communicate/report on the
portfolio to external and internal stakeholders?
AreWePreparedToDoTheRight
Things?
Infrastructure
Portfolio &
Project
Management
Maturity
Process
Organizational
Culture
Change
Management
Lean/
Continuous
Improvement
Portfolio
Management
Office

Execution
Are project benefits realized and lessons learned documented?
Are we executing to achieve the planned project deliverables
and milestones on time and within budget?
Can we implement the whole annual portfolio or are we
leaving money on the table?
How do we handle contingency and risk management?
Are we managing project schedules, budgets, risks, and scope
change using our processes and tools?
AreWeDoingTheRightThings
Right?
Benefits
Realization
Monitoring &
Control
Cost
Management
Risk
Management
Performance
Management

Value & Benefits Realized
After implementing our solutions, our Clients have realized the following value/benefits in
their processes, and/or on specific programs
• Over the past five years, our Client has been able to increase their capital project spend throughput by
166%, while improving their variances (actual spend vs. budget) by 83%.
Process
Development
• After an IT audit of our Client’s recently purchased enterprise project management software solution, we
identified a 77% annual savings of maintenance costs ($849,300/yr) due to right sizing the solution. A right-
sized solution may have also saved the Client as much as $2.9M in initial investment.
IT Portfolio
Optimization
• Through our Project Services, specifically our Owner’s Representative service, we saved our Client up to
4.3% ($1.5M) of the original Contract amount.
Owner’s
Representation
• Through our Project Management Consulting Services, our Client experienced over a 14% savings in its
management of their portfolio of capital projects.
Performance
Management
• Through our Continuous Improvement service, we increased our Client’s efficiency on key financial
processes by over 63%.
Continuous
Improvement
• Unified our Client’s geographic organizations by developing and implementing consistent project lifecycle
management processes and infrastructure tools.
Organizational
Culture
• Using lean methods, we reduced the Client’s annual budget by almost $17M in sustainable cost savings in
addition to $5M in one-time savings, without any effect on operations or production.
Lean/Cost
Reduction
SERVICE LINES QUANTIFIABLE IMPACT

Representative Case Studies
Engagement Description LocationIndustry Service Line
Project Lifecycle Management Process Development and Implementation
Developed a multi-phased project lifecycle management process that spans
the lifecycle of a project from conception to closeout. The development effort
was initiated to standardize processes across the organization and improve
efficiency of execution.
A major change management effort was then initiated that focused on
implementing the developed process across all business units. This involved
the formation of focus groups, developing and conducting training, and
establish process key performance indicators .
Utility and
Energy
• Process
Improvement
• Process
Implementation
• Training
Columbus, OH
Tulsa, OK
Roanoke, VA
This engagement focused on assessing the project management organization
and establish a Portfolio Management Office (PMO) to support the
organization in project controls, estimation, reporting, and continuous
improvement.
We assessed job descriptions and matched them with available skills. In
addition, we created succession planning for different job functions and
developed career paths for PMO personnel.
Utility and
Energy
• Organizational
Development
• Project Controls
• PMO
Columbus, OH
Tulsa, OK
Roanoke, VA
Portfolio Management Office Establishment
Capital Project Assessment Management
Driven by two primary initiatives: 1.) a State of Ohio plan to allow State universities
the ability to request local administration of projects, and 2.) a dramatic increase in
the design and delivery of large, complex facilities ; a major university in
Columbus, OH has engaged us to assist them with a Capital Project Management
Assessment for construction projects over $10 million. The primary goals of the
assessment included: reviewing policies, procedures, and delivery systems;
evaluating budget, schedule, and quality management practices and comparing
them to the practices of similar public and private sector organizations, identifying
industry best practices and comparing them against current practices, performing
detailed examinations of six-to-ten large projects that either have been completed
or are presently underway, and providing capital program augmentation
recommendations
Education • Strategic Planning
• Capital
Management
Columbus, OH

Process Compliance Audit and Continuous Improvement
The client required assurance on the compliance for projects with the project
lifecycle management process that is supposed to be followed by all groups
of the organization. This called for a comprehensive auditing approach with
focus on compliance with all gates of the process to ensure smooth transition
between planning and project management, ensure successful completion of
projects; and coach project teams to address and close any gaps.
The audit components include robust project scoping, scope change
management, detailed estimates based on completed scopes, cost
management, detailed schedules, and monitoring cash flow.
Utility and
Energy
• Process
Improvement
• Organizational
restructuring
• PMO Building
• IT Infrastructure
Improvement
• Performance
Management
Alignment
Columbus, OH
Tulsa, OK
Roanoke, VA
10-Year Strategic Planning for a Utility Company
The scope of this engagement was to develop a strategic plan for a utility
company that identifies their strategic objectives and how to achieve them.
Our services included interviewing the company President regarding the
company’s goals and objectives, interviewing the company staff to
understand the departmental goals and objectives, and facilitating a strategy
session for discussion of the following:
a.Company’s success in the next 10 years
b.Key performance indicators to measure company’s success
c.How to prioritize the alternatives, opportunities, and challenges
Utility and
Energy
• Strategic
Planning
• Strategic
Alignment
• Decision Making
• Continuous
Improvement
Fort Wayne, IN
Capital Improvement Portfolio Prioritization and Selection
The objective of this engagement was to assist the client in prioritizing capital
improvement initiatives and selecting the ones with most strategic value for
implementation given budget constraints. A capital project selection system
was developed to align investments to strategic objectives. The ultimate goal
of the capital project selection process is to select capital projects that are
most aligned with strategic priorities as well as corporate priorities. We also
included factors such as complexity and urgency along with strategic value.
The client was able to clearly see how investments are being made to
achieve the corporate strategic goals.
Utility and
Energy
• Decision Making
• Strategic Alignment
• Capital
Management
Detroit, MI

Risk management
The engagement scope of work included the development of a
comprehensive risk management plan for a high-risk, high profile mega
construction project. The risk pan covered different aspects of risk and
mitigation plans for the construction of the Freedom One tower in NYC.
Construction • Risk
Management
New York, NY
Developing National lean Construction Program and Credentials
Developed the first Lean Construction Educational program in the US and
worldwide. The program is scheduled to be offered to more than 33,000
member companies through 94 chapters of a leading technical association.
The scope of work included the development of the program curriculum plan,
the business plan, pricing and marketing strategies, the content of all unit, the
assessments, and the credentialing plan.
Construction
Training &
Education
• Lean Construction Washington,
DC.
Comprehensive Strategy Development for Green Tech Startup
Developed the strategy and business model for a startup in the Green
technology space. The scope of work included conducting primary market
research to identify innovative technologies in the Green Concrete space,
creating detailed profiles for more than 30 innovations including intellectual
property profiles. Working with founders to support fund raising and business
planning activities. Conduct due diligence for potential partnership and
technologies, and develop a business model for revenue generation including
incentive structure and carbon credit monetization.
Green
Technologies,
Alternative
Energy,
Carbon Trading
Market
• Business
Building
• Energy
Innovation
Dayton, OH
Process Automation and Knowledge Management
Designed and implemented a turn-key process automation program for a
large estimating and project services company. Worked with management,
technical staff and technology group to map the existing process; defined the
technology requirements for process automation; identified a technology
implementation partner; and oversaw the implementation process.
Professional
Services
• Process
Development
• Process
Automation
Chicago, IL

Engagement Description LocationIndustry
Portfolio Performance Tracking and Reporting
The scope of work included the establishment of a Portfolio Reporting and
Performance Tracking (PRPT) group. The group’s responsibility was to
• develop, track and report on key performance indicators related to
project, portfolio, and PMO performance.
• coordinate the development of parametric schedule database and
communicate with estimating group for historical analysis.
• perform project cost and schedule audits on the selective projects as
required by management
Utility and
Energy
• Performance
Management
• Portfolio Reporting
• PMO
Columbus, OH
Tulsa, OK
Roanoke, VA
Cost Reduction and Continuous Improvement Cultural Transformation
The objective of the engagement was to establish a continuous improvement
program through cultural transformation. The following two-tiered approach
was used:
• Implementing a Lean/Performance Excellence Program focusing on
generating near-term cost savings and process improvements through
Lean/Six Sigma approach
• Building the infrastructure for a long-term sustainable continuous
improvement culture
Utility and
Energy
• Cost Savings
• Continuous
Improvement
Piketon, OH
Gallipolis, OH
Madison, IN
Project Lifecycle Management Process Development and Program
Management Office Establishment
This multi-objective engagement involved working with the Facilities’
Planning, Design and Construction department of a major hospital to develop
and implement a process for managing the lifecycle of a project from
inception to activation & closeout. In parallel, a Program Management Office
was established to support FD&C project managers with project controls and
continuous improvement capabilities. While the process and the PMO were
under development, the engagement also included a quick containment
aspect by providing the Client’s projects with immediate schedule control,
cost control and performance reporting capabilities.
Health Care
and
Education
• Process
Development and
Implementation
• Organizational
Development
• Project Controls
• PMO
Chicago, IL
Service Line

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