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.
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.