Los Angeles

Our client, a leader in the pharmaceutical industry, struggled to adopt Industry 4.0 technologies. Existing manual workflows and physical paperwork increased delays and were subject to a great deal of human error. Nearly 30% of the time, work was redone because of mistakes from manual, repetitive processes. They needed to implement a digital transformation program that would increase their production efficiency.

MI-GSO | PCUBED was engaged by RTE to develop and deploy a full-scope PMO responsible for: Schedule Management, Cost Management, Risk Management, Reporting The team works with the client to ensure the project is well managed, with accurate and predictive project controls. The project stakeholders must know exactly how the project is progressing compared to the baseline and what is coming down the road. The team monitors the integrated master project schedule across all levels to ensure all key milestones are met on time and within budget.

Airbus Project & Program Center of Competence (P&PM CoC) chose MI-GSO | PCUBED to provide Program Management Office (PMO) services in numerous areas (more on that shortly). But what’s particularly distinctive about the collaboration is that the aircraft manufacturer chose a managed service format. Instead of hiring project experts under a standard time-and-materials arrangement, the CoC contracted with MI-GSO | PCUBED to supplement internal capabilities and provide valuable PMO expertise as a managed service. This approach offered a multitude of benefits to Airbus, from higher productivity to reduced procurement effort; from greater staff stability to innovative practices.

MI-GSO | PCUBED was brought on board to help maintain the relationship between the client and their manufacturing suppliers. The consultant’s team did this by first working on communication and repairing the relationship between the client and stakeholders.