Case Study

Learn how the strategic and committed use project, program and portfolio management supports greater success for organizations.


Enabling a Customer-Centric Experience through Project Management

In 2013, du Telecom and Huawei Technologies signed a Memorandum of Understanding, to operate what they term a “distributed PMO.” In a region marked by fierce competition, telecom operators contend with constant change and long-term uncertainty. This case study illustrates why and how the two companies work together to define practices in portfolio and project management concepts, processes and techniques for the telecom industry in the Arabian Gulf. Through their collaboration, Huawei and du have reduced project failure and increased quality with results that enable a positive customer experience.


Organizational Change Management at Work in the Global Pharmaceutical Industry

In 2009, after undergoing a merger and appointing a new CEO, global healthcare company GSK, in London, UK, decided to adopt a new organizational approach to change. To accomplish this, it launched the Accelerating Delivery and Performance (ADP) program, which combines approaches derived from project management as well as Organizational Development (OD) and Lean Six Sigma (Lean Sigma). By taking sections from each of these disciplines, GSK was able to create an approach that could sufficiently support its ambitious strategy.


HP’s account PMO framework builds worldwide consistency and success.

See how HP’s Enterprise Services division uses an innovative PMO design to improve project and program performance for its global outsourcing clients.


Citi’s PMO in a Box Brings Consistency and Efficiency to Initiatives

In order to address issues with consistency and to provide sufficient guidance on how key program management activities should be performed, the program managers at Citi created their own program management guide and accompanying training program based on the principles outlined in PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide).


IATA’s R.E.P. Program Delivers Project Management Training to the Aviation Industry

The International Air Transport Association (IATA) is recognized as a successful PMI Registered Education Provider (R.E.P.). In partnership with more than 450 global training organizations, IATA’s industry professional development programs in the aviation, cargo, and travel and tourism sectors are delivered to over 92,000 industry specialists and students every year.


Project Management Helps Create World's Longest Natural Gas Pipeline

In 2013, The People's Republic of China and the Hong Kong Special Administrative Region (HKSAR) Government completed work on the world's longest natural gas pipeline. This 9,000 km long pipeline now provides power to 500 million Chinese residents and the city of Hong Kong.


TD Bank N.A.’s Enterprise-Wide PMO Monitors Projects and Maintains Focus on Strategic Goals

Learn how TD Bank N.A.’s enterprise-wide project management office (PMO) uses the principles of PMI’s Organizational Project Management Maturity Model (OPM3®) to ensure the projects that it oversees are not just executed randomly and support organizational goals.


AmeriHealth Mercy drives results and increases competitive advantage through organization project management.

AmeriHealth Mercy, a provider of Medicaid managed care services (a U.S. health services social protection program), conducted an Organization Project Management Maturity Model (OPM3)® assessment in an effort to map its existing organization project management capabilities and identify opportunities to further improve business performance.


BAA Airports Ltd. changes the face of the world’s the busiest airport through project management.

Using a certified project manager who implemented the standards set out by A Guide to the Project Management Body of Knowledge (PMBOK®Guide) — Fourth Edition, BAA Airports Ltd. completed a refurbishment of Terminal 1 at Heathrow Airport, the busiest airport in the world. The project was completed on time and within budget, all while constantly keeping the terminal open to the 20 million annual travelers.


Baldwin Water Works reconstructs the water system for Cleveland, Ohio, USA.

Baldwin Water Works, the water system serving Cleveland, Ohio, USA, was in need of drastic renovation and modernization. Using project management tools and benchmarks, the project was delivered on-time and US$2.8 million under-budget.


Beijing Sino-Edu Management Consulting Co., Ltd.: The Foundation of Success.

Since becoming a PMI Registered Education Provider (R.E.P.) in 2003, Beijing Sino-Edu Management Consulting Co., Ltd. has grown to become one of China’s leading project management consulting and training organizations. More than 10,000 students have come through its doors, seeking project management training and preparation for the Project Management Professional (PMP)® certification exam.


Chile’s government rises to the challenge of building four new soccer stadiums in less than a year.

The Chilean government needed to build four new soccer stadiums in four different cities in less than a year to host the 2008 Federation Internationale de Football Association (FIFA) Under-20 Women’s World Cup. The government adopted PMI standards and was able to finish the four stadiums on time and on budget.


China Telecom Corporation uses PMI standards to develop communications network for Nanshan District.

The world’s largest landline telecommunications and broadband services provider utilized PMI standards to ensure successful collaboration and project management of the development of the communications network for Shenzhen city’s Nanshan District of China. The project connected government offices, neighborhoods, schools and community healthcare service centers.


Churchill Downs utilizes enterprise-wide project management office (PMO) to manage project through benefit realization to ensure long-term viability.

Churchill Downs, the 134-year-old racetrack world famous for its annual Kentucky Derby thoroughbred horse race, implemented a PMO to develop a process for managing the approval, prioritization, oversight and measurement of results for major IT department projects. When early success with critical IT projects won the PMO attention from across the enterprise, business leaders quickly began asking for the PMO’s help on projects outside the technology realm. The department was restructured to become an enterprise PMO, which helps with acknowledging individual project results and more accurately assessing and prioritizing future projects.


EMC teams with PMI to launch world-class talent development program for project managers globally.

EMC, the world’s leading developer and provider of information infrastructure technology and solutions, used PMI’s standards to create a professional development program that provided it with a competitive advantage. The program has enabled EMC to deliver consistent, scalable training to its project managers using a globally recognized framework and best practices to align its field offices and headquarters.


Hewlett Packard takes project management learning to a higher level.

The company developed a comprehensive employee training and education program to distinguish itself as a best practice leader in the project management field. As part of this program, the company became a PMI Registered Education Provider (R.E.P.) so it can issue professional development units (PDUs) for its training courses.


Hutchison Port Holdings turns to the PMBOK® Guide to help create a global port management system.

HPH is the world’s leading port developer, operator and industry leader in technology to improve all aspects of port administration. They used the framework described in PMI’s PMBOK® Guide to develop a new terminal management system to efficiently and effectively control all port operations around the world.


IBM China’s PM Center of Competency Bridges the Skills Gap

IBM China’s continuous and rapidly expanding growth in the number of project management practitioners, projects, customers and locations created both opportunities and challenges. To overcome challenges associated with rapid growth, IBM China established a PM Center of Competency following IBM’s global model for its Project Management Center of Excellence.


Marriott Bedding Program completes global bedding upgrade with certified project managers.

Marriott International, Inc. used a team of PMP®-certified project managers led by a program manager out of Marriott’s Lodging Program Management Office (PMO) to upgrade their bedding across 10 Marriott lodging brands in two years. Utilizing several project management techniques, the team completed the conversion of more than 628,000 beds and finished under budget.


NASA’s Autonomous Rotorcraft Project leads to innovation in aviation.

The National Aeronautics and Space Administration (NASA) used project management competencies during the Autonomous Rotorcraft Project (ARP) to develop an unmanned helicopter that would operate with the decision-making skill of a piloted aircraft. The project was completed on-time and on-budget.