The Problem
# Addressing Inefficiencies in Enterprise-Wide Portfolio Management
A global medical device manufacturer found problems in its current operations when managing both product (devices and equipment) and non-product (technology) projects simultaneously. The client didn't have a platform to consolidate its company-wide portfolio, leading to inefficiencies in prioritization, resource allocation, and overall visualization of operations.
Our APPROACH
# Developing and Prioritizing Requirements for Enterprise Technology
The Propeller team began by engaging and ensuring alignment at the executive level and identifying stakeholders in the company. We scheduled interviews and working sessions to review the current state processes and then developed and prioritized requirements for the new enterprise technology solution with the executive stakeholders. The team carried out technology research to evaluate the top tools and vendors. Then, we coordinated vendor RFPs and demos and used quantitative scoring to select the top four vendors. Finally, we shared change assessments and considerations for future implementation based on the selected tool and provided support in reviewing the selected
# Services Provided
- Change Impact Assessment
- CRM
- Program Management
- Technology Strategy Roadmaps
- Vendor Assessment and Selection
VALUE Delivered
# Creating a Technology Roadmap for Enterprise Solution Implementation
The Propeller team documented all phases including requirements gathering, research, and evaluation. We also prepared a final report summarizing the approach and the ultimate technology vendor selection. In addition, a technology roadmap was created in collaboration with the technology vendor to guide the implementation of the enterprise solution and prepare the client for the project's next phase.
