The notion of value management was not consistently applied throughout the lifecycle of the initiative – from the idea creation to the implementation of benefits.

All key parameters of initiatives were not consistently defined and established at their onset.

With that approach, the value was defined, elaborated, documented, and managed throughout the value creation lifecycle.

We have also established the first enterprise-level business case methodology as a vehicle to track value creation.

To ensure a consistent approach to initiative planning, we assessed some of the present state issues and defined program and project charter. That measure introduced a consistent approach to capturing all key parameters of enterprise initiatives across the portfolio.

As a result, both methodologies and supporting artifacts were shared with the change pioneers, who brought these changes to all key areas that were responsible for the project delivery.