Aflac needed support in the successful implementation of Primavera’s TeamPlay IT project management suite for 650 Information Technology Group users in their U.S. headquarters.
Boeing needed a recommended course of action that would improve the efficiency of the people, processes and systems associated with using an enterprise wide project planning and control tool.
The Technology Services Project Office at BNSF was searching for a means to standardize project processes, increase project efficiency, and improve product quality while paying strict attention to cost-effectiveness and time.
CSX Transportation had identified the need to improve project and project portfolio management processes by leveraging the acquisition of technology solutions from Oracle.
VAAAC had a need to upgrade its labor hour accounting package and a need to support multiple customers overseeing VA IT investment projects.
HAC needs support in migrating applications and databases for claims processing and supporting systems for tracking beneficiaries, vendors, claim payments, and authorization from a legacy system to an Oracle database and Java application system.
Houston Metro needed a single source for their dispersed contract documents, as well as consistent business processes for contract management.
INL has experienced issues around disparate processes and a lack of standardization across four distinct instances of Primavera P6 EPPM.
IDE identified the need to replace their existing standalone project scheduling tools with processes and procedures that would increase the maturity level of their project management culture.
Jeppesen had been experiencing requirement and personnel changes with their current project management tool and needed a recommended course of action in their decision to either upgrade their current tool or switch to a new system entirely.
NiSource Gas Transmission & Storage had a need to implement standard methodologies across project types that would re-enforce adherence to common business processes, improve capacity planning and forecasting, and centralize project data.
Northrop required guidance and technical assistance in order to submit a fully networked and integrated CPM schedule using an unfamiliar software.
Oncor had a need for a centralized database, better collaboration between numerous projects, and to increase visibility into projects, but lacked the internal expertise they needed to build or manage project schedules.
Orbital required evaluations and recommendations for innovative solutions to outdated and inefficient project management processes and practices.
Texas Department of Transportation experienced an increased demand for visibility into project performance, and a clear need for an advanced Enterprise Project management solution to meet their objectives in an effective and timely manner.
Toyota was experiencing difficulties developing a flexible, state of the art, web-based Claims Processing System due to the high degree of technical complexity of the project, and required project management assistance to ensure the project was a success.
USACE identified a need for technology improvements, business process development, and people training in order to better manage their various contracts and work efforts.
VHA needed to improve the functionality of their billing and collection processes and required a coordinated project management approach to implement various improved business practices and tools to ensure overall project success.
Weyerhaeuser required support in order to successfully implement Primavera’s TeamPlay IT project management tool for 1200 Information Technology Group users in the U.S and Canada.