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Case Study 3: Program Integration

Overview

Our client, an international facilities services firm with more than 500,000 global employees, was chosen to manage all facilities services for a global pharmaceutical client. Recognizing the challenges of moving into GMP manufacturing, the client requested GMP project management support for the transition from the previous facilities services partner to the client’s services management. In addition to manufacturing, the pharmaceutical client managed more than thirty blood donation centers that would also be integrated into the program and in need of support.

Key Challenges

  • Integration of 6 manufacturing sites and 30 administration & blood donation centers
  • Previous Facilities Services Partner lacked motivation to support transition
  • Lack understanding and buy-in for GMP-required program components
  • Poor resource utilization

Treximo Solution

Program Management

Treximo deployed a team of project managers to assist with the transitional components of the integration, including:

  • Initial Project Due Diligence (Including Financial, Supply Chain, Personnel and GMP Gap Assessment and Mitigation)
  • Union Negotiations for Existing Workforce
  • Employee Transitions from the Current Facilities Management Firm to the Client
  • Global Facilities Supply Chain Management
  • Procedural Integration and Training
  • Attrition Management and New Employee Selection

The team was inducted in a joint Treximo/client orientation, establishing formal management expectations for the jointly managed project
management office. The deployed teams, based at their home location, traveled to each site for scheduled and emergency integration support multiple times per week.

The team established integration timelines to achieve the Statement of Work go-live dates, utilizing PMI methodology to escalate any missed expectations immediately and offer standardized change control for project deliverables where required.

Resource Utilization

As the project progressed, utilization requirements for the project managers expanded to include 2-3x the number of deliverables assumed
at project initiation. This required a utilization increase of 100%, pushing 80+ hours of weekly work for the PM team for two months. The Treximo team planned accordingly for this increase, adjusted personal schedules, and ensured that the increase in workload didn’t negatively affect the project deliverable timeline.

Outcome

The Treximo team delivered the integration handoff as provided in the initial statement of work, providing a full Facilities Management Program Launch within four months of project initiation. After launch, a subset of the project management team stayed on to provide oversight to the program and assurance that the systems developed throughout the transition operated as designed.

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Remediation

Data Integrity

Program Integration