NDPM Playbook - Large Electric Utility

0 + Years

In Electric Utility Service

Employees

Customers

No documented processes reflecting the end-toend work performed in NDPM
Establish consistent and repeatable processes and practices that will produce predictable results across the NDPM Team
No defined work standards and expected cycle times to hold PM accountable for the work that they perform
Improve reporting capabilities and tracking of projects in flight and projects in pipeline for forecasting
No routine status reporting to internal and external stakeholder developers on process cycle time or project progress toward completion

Processes and practices in support of the NDPM work varies by Project Manager
No defined performance metrics to manage progress of work and project completion
Cycle time between phases of work and overall project cycle time various by PM
Current tracking system not utilized by all the PMs to track and monitor status of projects within the portfolio
NDPM project updates are compiled and reported out on a manual basis; creating risks around accuracy and quality

Reengineered intake process; reducing hand offs, improving integration, and using automation to improve efficiency. Reduced cycle time by 33%
Enabled consistent and repeatable processes with defined R & R
Improved Communications with internal Stakeholders by providing status updates to give visibility and awareness of progress of projects while setting expectations
Implemented Performance Management, supported by metrics and KPI reporting, which reduced backlog of projects, and # of projects placed on “Hold”
Provided “Quick Hits” and delivered recommendations