Erfolgsgeschichten unserer Kunden
F. Hoffmann-La Roche
F. Hoffmann-La Roche verfolgt die Zielsetzung, die Vorgehensweise seiner Mitarbeiter und die Prozesse in der Business Analyse weltweit zu vereinheitlichen. Gleichzeitig wird die BA-Kompetenz des Unternehmens erhöht und ein internationaler Standard etabliert.
Gemeinsam entwickelten wir ein globales Trainingsprogramm, dessen Inhalte unter anderem die professionelle Erfassung, Analyse und Dokumentation von Anforderungen vermitteln. Darüber hinaus nutzt Roche das Online Training Portal MyESI™ als Reinforcement-Instrument des erworbenen Wissens sowie das Assessment Tool BAAppraise® zur Evaluierung des Lernerfolgs.
Seit mehr als zehn Jahren sind wir Trainingspartner von Novartis. Seitdem hat eine hohe Anzahl von Mitarbeitern verschiedene Module unserer Curricula erfolgreich absolviert und Zertifikate von unserer Partneruniversität George Washington University erworben.
Insgesamt wurden bis heute mehr als 1400 Mitarbeiter von Novartis in der Schweiz, Deutschland, Italien, UK und den USA in fast allen Bereichen des professionellen Projektmanagements qualifiziert. Befragungen ergaben, dass Teilnehmer von Novartis die Wahrscheinlichkeit, unsere Trainings an Kollegen weiterzuempfehlen auf einer Skala von 1-10 mit 9,0 bewerteten.
Swiss Re, eines der größten Rückversicherungsunternehmen der Welt, wollte einen global konsistenten Ansatz im Bereich Business Analyse schaffen und gleichzeitig die BA-Kompetenz der Mitarbeiter erhöhen. Dazu wurde ein Trainingspartner gesucht, dessen Trainer ausgewiesene Experten sind, die ein Höchstmaß an Praxiserfahrung vorweisen können.
In ESI (jetzt TwentyEighty) fand man einen Partner, der in der Lage ist, ein konsistentes Business Analyse Curriculum, das neben Präsenztrainings auch onlinebasierte Trainingsmodule beinhaltet, auf höchstem Niveau, global auszurollen.
AREVA startete ein umfassendes Qualifzierungsprogramm, um die Kompetenz der Mitarbeiter im Projektmanagement, insbesondere in risikobehafteten Projekten, zu stärken. Zudem sollte die Effizienz der Projektarbeit bei knappen Ressourcen erhöht werden. Dazu suchte AREVA einen Trainingspartner, der in der Lage war, seine Trainingsprogramme an bestehende interne Prozesse und Projekte anzupassen.
Gemeinsam entwickelte man ein Trainingsprogramm, das die spezifischen Anforderungen von AREVA widerspiegelte und die bestehenden Prozesse berücksichtigte. Bis heute haben wir alleine an Standorten in Deutschland über 1000 Mitarbeiter von AREVA qualifiziert.
Tenneco, ein globaler Tier-One-Zulieferer der Automobilindustrie, plante, den im IT-Bereich vornehmlich verwendeten Wasserfallansatz mit agilen Methoden zu kombinieren, um die Effizienz des Projektmanagements zu erhöhen.
Nach einem Assessment zur Ermittlung des Ist-Zustands und Beratung hinsichtlich eines hybriden Ansatzes erkannte Tenneco den Bedarf an einem auf Tenneco zugeschnittenen globalen Trainingsprogramm. Das in der Folge entwickelte Programm besteht neben Virtual Classrooms und einem Learning-on-Demand-Modul aus klassischen Präsenzveranstaltungen, die die Einführung agiler Methoden weltweit unterstützen.
Arcellor Mittal had identified that the speed of change within their organisation had increased and therefore required greater internal efficiency in the projects environment.
We implemented a customised Project Management foundation class. With identified pre-work and action planning, we shifted the focus of responsibility within the organisation. The event equipped staff with the authority required to drive projects and continual improvement initiatives to completion, thereby increasing resource efficiency.
Cisco wanted Project Managers, Pre-Sales and Consultants to work collaboratively, in order to better understand the requirements gathering process, and documentation phase of a client engagement.
We developed a customised Business Analysis workshop that covered the end to end life-cycle of Requirements Management, Elicitation and Documentation, to meet the business goals identified. The delivery of the programme resulted in an improved alignment between delivery processes, activities and customer needs.
Credit Suisse wanted to implement a global Project Management training programme for their IT department, based on a common methodology.
We customised and delivered a structured and comprehensive global training path based on PMI's Project Management Knowledge Areas.
The customised programme met the business objectives to introduce a common way of working across the globe, as well as providing Credit Suisse staff with a route to achieving Project Management Professional Certification (PMP).
Ericsson were keen to implement common project management standards, to help improve their customer satisfaction scores and the overall quality of client feedback.
We designed a programme that introduced PMI industry recognised best practices, providing learning to enhance consistent project planning and analysis, improved project quality and effective contract management. A PMP Preparation course was also offered to prepare Ericsson staff to achieve an externally recognised PM certification. The technical skills offerings were complimented with optional soft skills courses, to improve the interpersonal skills of participants within the programme.
Etisalat wanted to develop a more rigorous approach to identifying, analysing and documenting their overall business requirements.
We customised its training programme to meet Etisalat's business needs and provided on-site consulting services, to help embed the learning within the workplace. The programme was implemented across Etisalat's Business Analysis community, to drive a consistent, high quality approach to the way in which requirements are captured, ultimately increasing the chances of delivering project success.
European Investment Bank
The European Investment Bank wanted an improved, structured and standardised way of managing contracts, as well as enhancing the skills and performance of their staff.
We tailored our highly successful Managing Contracts class, to closely align with the bank's own procurement and contract management guidelines, increasing the relevancy to learners and speed to adoption within the workplace.
FEI (Field Emission Inc.)
FEI wanted to develop a more comprehensive and mature project practice across its entire organisation.
The implementation of customised, highly interactive sessions for all project practitioners across the globe, complimented with senior sponsors and executive workshops, would help to ensure that a culture of project excellence would be built at all levels within the organisation.
HSBC wanted to avoid inconsistent ways of working across a large, complex, global organisation. HSBC created the "One HSBC" initiative to introduce standardised practises across all bank functions and introduce their Risk Based Project Management Methodology.
We designed, developed and delivered training, ranging from foundation courses to advanced master classes in Risk and Stakeholder Management. The suite of nine customised courses was one of the primary vehicles used to successfully drive the "One HSBC" initiative.
HSBC First Direct
HSBC First Direct wanted a better understanding of Agile and how it could be applied to upcoming projects.
Our customised Agile programme helped to set clear roles and responsibilities for Agile teams. It also introduced the tools and methods required to manage backlog prioritisation and planning, to ensure that Agile teams could be effective right from the outset.
Legal and General
L&G wanted their BA community to achieve improved consistency and follow standardised processes in the day-to-day running of the business.
Through the introduction of a solid career structure and accreditation options, they were offered opportunities for progression and reward.
We implemented a detailed Knowledge & Practices survey to baseline current competence levels. The results of the survey provided recommendations for a multi-tiered curriculum path, integrating learning offerings and workplace adoption activities, focused on addressing the specific knowledge and skills gaps identified, all aligned with IIBA industry best practices and the new BA career path.
Michelin wanted to improve the skills of the global Functional Analyst community that gather and analyse the requirements of ICT projects, to help reduce poorly defined requirements and increase the probability of project success.
We customised its existing Business Analysis content, aligned with IIBA industry best practices. A global training programme was then rolled out utilising bi-lingual instructors, providing the tools and models for gathering, documenting and analysing requirements, to create a common language and process with consistent, high quality results.
Nestlé's Centre of Excellence engineering team were keen to implement a standardised and consistent approach to project management.
Through the implementation of a project management programme aligned with externally recognised PMI best practices and guidelines, we delivered a series of courses and application workshops, designed to increase the application of PM best practices and provide a vehicle to support the production of high quality, real project deliverables for the organisations Capital projects.
Pall engaged with ESI as they wanted to build the culture and global project management capability necessary to ensure business performance, through process discipline, accountability and effective execution.
In partnership with us the "Pall Project Excellence Program" was developed and rolled out globally to project managers and senior leaders, to help increase and strengthen the overall capabilities of project teams, and improve the way in which projects are delivered throughout the organization, building project discipline & accountability into the DNA of Pall employees
Plastic Omnium wanted a comprehensive, consistent and high quality training programme for its Project Management teams in Europe, USA and Asia. In particular the training needed to foster collaboration between cross functional teams.
We created a customised, highly interactive two-day workshop that focused on the characteristics of a successful project team, including how the team should be built and techniques for sustaining high performance. This initial workshop was designed as a platform for the launch of a more in depth full Project Management curriculum .
Qinetiq wanted the technical personnel, responsible for writing Independent Technical Evaluations (ITE) to improve how they translated requirements effectively for evaluation purposes.
We designed, developed and delivered a customised ‘Statements of Requirements’ Course that developed the skills necessary to articulate statement of requirements; review, evaluate and interpret SOW’s coming back to them, and write output-based SOR’s that are sufficiently detailed to be used for evaluation purposes.
Sapient wanted to develop its Business Analysis and Consulting capabilities, aligned to IIBA® international standards and drive increasing business value to both internal and external customers.
The implementation of individual learner knowledge assessment, followed by a customised programme of courses was made available, on demand worldwide.
We ensured that the courses supported the competencies required , included facilitating, gathering and documenting requirements, developing a business case and strategic enterprise analysis.
Schlumberger's experienced project managers required refresher training in project management skills and techniques through an applied learning environment.
We developed and implemented an application-oriented course comprising of Project Planning, Analysis and Control, Financial Considerations for Business Decision Making, and Contract Management Principles and Practices elements. This interactive course provided experienced PM's with an engaging fast track route to master the skills required to perform their job effectively.
TCO needed core Project Management and Business Analysis training for local IT teams based in Atyrau, Kazakhstan. The programme needed to be aligned with industry standards and the expectations of Chevron as a key stakeholder within the Joint Venture.
We designed an 8 course programme designed to meet the needs of the business. Through a careful selection process a team of instructors was built to roll out the programme responding to the regional and cultural requirements of the TCO operation.
Trelleborg wanted their engineers to develop solid project skills in order to deliver improved solutions to their oil and gas clients.
We developed a customised 'Project Planning, Analysis and Control' Course, which provided the engineers with technical, leadership and communications skills.
The event was designed to allow students to work on live projects, providing the opportunity to immediately apply what they had learnt and offer instant value to the business.
Xyratex (now Seagate)
Xyratex needed to develop the skills of their Programme Managers and Field Application Engineers to be more effective in gathering, analysing and approving requirements.
We designed, developed and delivered a customised course that would provide practical experience with the key elements of managing requirements, including writing SOW’s; monitoring and changing requirements, the event specifically emphasised the links between practical and functional processes and performance.