NDPM Playbook - Large Electric Utility

125

Years in Electric Utility Service

Employees

Customers

Need documented processes to reflect NDPM’s end-to-end work
Need to establish consistent and repeatable processes and practices to produce predictable results across the NDPM team
Need to define work standards and expected cycle times to hold PMs accountable for the work that they perform
Need to improve reporting capabilities and tracking of projects in flight and projects in the pipeline for forecasting
Need to report routine statuses to internal and external stakeholder developers on process cycle time or project progress toward completion

Processes and practices to support NDPM’s work vary by project manager
There are no defined performance metrics to manage work progress or track project completion
Cycle time between phases of work and overall project cycle time vary by PM
Not all PMs utilized the tracking system to track and monitor the status of projects within the portfolio
NDPM project updates are compiled and reported on manually, creating risks around accuracy and quality

Reengineered intake process. Doing so reduced handoffs, improved integration, and employed 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 projects’ progress while setting expectations
Implemented performance management, supported by metrics and KPI reporting, reducing the backlog of projects and the number of projects that had been placed on “Hold”
Provided “Quick Hits” and delivered recommendations