GDPM References

There are thousands of references in almost every sector around the world. See below a list of examples.

Various Success Stories

Have a look at the four success cases which have been presented in Brussels in October 2015.

CERN Laboratory Geneva

november ag, co-founding member of the GDPM Alliance, has been selected by CERN Laboratory in Geneva as training provider for GDPM. CERN is using GDPM since more than 10 years. A first training on GDPM has been run successfully for CERN in November 2014.

Banking - Graubündner Kantonalbank

The Graubuendner Kantonalbank (GKB), a mid-size Swiss State Bank, was founded in 1870 and offers all services that makes up a modern universal bank, for individuals, for the economy and for public authorities. The canton of Graubuenden which is spread over a large area and is multi-lingual requires flexible, innovative and comprehensive solutions and services at 73 branch locations.

The Projects
The GKB executive board decided to implement an integrated and mandatory project management methodology within the bracket of project portfolio management. With the outsourcing of software development and IT operations, the necessity for a professional project management became even more important.

Why GDPM?
The GDPM approach which considers the dimensions people, systems and organization already in the planning stage, was experienced as true enrichment. The approach to define the project objectives and to perform the planning in the team fosters a common understanding of the project approach and content. Being able to show and explain the most important milestones on one page (“plan-on-a-page”) and to report the project progress on th same page, has received a positive response also from management.

British Telecom, BT Openreach

Des Pulleyn, Programme Director: "I used GDPM techniques to deliver a £250m contract with (X contractor) for BT - essentially we had to prove that mobile traffic could be run across the Ethernet Network which had not been done before. Time scales were very demanding e.g. had to set up a field trial (for proof of concept) within 6 weeks of contract signature. The project was very fluid, complex and without using GDPM (had to be a simple approach) I would not have met the demanding timescales."

Optics Manufacturing - Satisloh

The long-term experience in combination with the expert knowledge and the innovative energy makes Satisloh one of the leading manufacturers when it comes to complete solutions for optics manufacturing and reliable high-tech equipment.
Satisloh has a worldwide presence in 20 countries and provides customized high technology solutions and a large variety of surfacing, polishing, measuring, coating and finishing equipment, consumables, tools, services and process know how - all from one source.

The Projects
Satisloh runs many crucial product development projects in parallel. A typical project lasts approximately one year. Many of the concurrently running projects are highly innovative and share strong interdependencies which have to be carefully managed.

Why GDPM?
Andreas Kunzmann: "As the CEO of Satisloh I was looking for an easy to implement Project Management approach which supports a layered planning. I'm not interested in all details but care about the progress of the major milestones. Furthermore, it is important for me to mobilize the entire project team at the beginning of the project and to ensure we have a common understanding from the technical experts to the marketing people.
All this (and a lot more) provides GDPM. This was the reason to implement GDPM as our standard Project Management approach and to train our people in this method. I only can recommend this approach to all companies who highly depend on successful project delivery."

British Telecom, BT Wholesale

The Project
As part of a wider transformational change initiative the Information Management team were set up to look at ways of improving the quality of data systems, free up incorrectly recorded copper assets, reduce billing errors and save a target of £50m in costs.
The GDPM approach was used to better understand the management team role and establish goals for the following 12 months including definition of objectives, key success criteria and development of a set of high-level achievement-based milestones. The simple but effective GDPM techniques ensured full participation and engagement of the new team; all members fully understood and could articulate the role of their team and their own responsibilities. As an added bonus it turned into an effective team building exercise as well.
The project was highly successful with cost savings being exceeded by almost 4 times the original target and resulted in the project team being awarded winners of a My Customer Champion Award.

Why GDPM?
The concepts of Goal Directed Project Management (GDPM) had been introduced to BTW by PricewaterhouseCoopers (PwC) professional services to bring focus and clarification to a major company restructuring programme. The simple and non-bureaucratic approach was such a success that it was adopted as the approach of choice for BT Wholesale’s strategic programmes and our project formed a major part of a strategic cost reduction programme. We found that the approach was not only applicable to project management but could also be used to bring clarity and focus to our newly formed management team.
The interactive and participative nature of GDPM ensures better engagement, buy-in and ownership and the high-level plan on a page is a very effective progress and communications tool.
Ian Tress, Business Improvement Consultant for BTW: “In a single day the consultant focused and crystallised our new management team’s role, goals and targets for the coming 12 months using GDPM. This set of simple but effective tools and techniques which not only brought cohesion and focus to our management team but allowed us to ultimately save our business almost £200 m – four times the original target!”

Government - IT Reorganization (NOVE-IT)

The NOVE-IT program of the Swiss Federal Administration has been launched in 1997 and fully implemented by the end of 2003.
The objective of NOVE-IT was to establish IT as a management resource to improve quality and flexibility and to raise efficiency by 130 million Swiss Francs a year. The objective was largely met, thanks to a total investments of some 210 million Swiss francs. In particular, efficiency was improved to such an extent that investments were already flowing back during the program.

The Program
NOVE-IT had a very broad functional and organizational scope that consisted of the IT Strategy development, IT architectural redesign, implementation of a demand-supply model, consolidation of IT services, IT process standardization, implementation of an IT cross charging model for more than 40’000 clients throughout Switzerland. The implementation of the program lasted 3 years and consisted of a large number of individual projects and initiatives that had to be aligned and reconciled by a Masterplan across all ministries and departments of the Swiss Federal Administration. The NOVE-IT Masterplan has been developed by applying the GDPM framework.

Why GDPM?
GDPM has been selected for the NOVE-IT Masterplan because it forced the alignment of roles and responsibilities across the numerous stakeholders in a political sensitive environment from the very beginning. Additionally, the layered planning and GDPM’s rolling wave approach allowed for a level appropriate communication and implementation strategy.

British Telecom, BT Openreach

John Greene - Senior Product Lead for Ethernet Strategic Transformation: “We were looking for a practical, easy to use and adaptive project management approach to energise and mobilise a large team of Product Managers. We wanted to drive change in the way in which they approached the "Concept to Market" process and to launch products to market quicker and more efficiently. We decided on Goal Directed Project Management (GDPM) as our delivery method of choice.
Our product managers quickly developed the practical skills and knowledge they needed to develop clear milestones, run, and control and to get buy in from key stakeholders in order to successfully deliver their projects.
These newly found skills were applied to a number of key new developments and we saw a significant improvement in the management of these product developments in terms of managing risks, clear focus on objectives/milestones/ownership and a reduction in a time to market.