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    Case Study - Permanent Way

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    Mei Yin Ho
    The Permanent Way Company is a global firm that constructs and maintains railway infrastructure. It consists of several divisions that work together on projects. A project management improvement team was created to address the firm's inability to deliver projects on time as identified by clients. At the first meeting, the team faced the question of where to start improving processes, with suggestions including immediate training, hiring consultants, writing a report, or adopting an existing body of knowledge framework. The meeting ended without agreement on the path forward beyond scheduling another meeting.

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    Case Study - Permanent Way

    Uploaded by

    Mei Yin Ho
    145 views1 page
    The Permanent Way Company is a global firm that constructs and maintains railway infrastructure. It consists of several divisions that work together on projects. A project management improvement team was created to address the firm's inability to deliver projects on time as identified by clients. At the first meeting, the team faced the question of where to start improving processes, with suggestions including immediate training, hiring consultants, writing a report, or adopting an existing body of knowledge framework. The meeting ended without agreement on the path forward beyond scheduling another meeting.

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    Case Study_permanent Way

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    Case Study_permanent Way

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    The Permanent Way Company is a global firm that constructs and maintains railway infrastructure. It consists of several divisions that work together on projects. A project management improvement team was created to address the firm's inability to deliver projects on time as identified by clients. At the first meeting, the team faced the question of where to start improving processes, with suggestions including immediate training, hiring consultants, writing a report, or adopting an existing body of knowledge framework. The meeting ended without agreement on the path forward beyond scheduling another meeting.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    145 views1 page

    Case Study - Permanent Way

    Uploaded by

    Mei Yin Ho
    The Permanent Way Company is a global firm that constructs and maintains railway infrastructure. It consists of several divisions that work together on projects. A project management improvement team was created to address the firm's inability to deliver projects on time as identified by clients. At the first meeting, the team faced the question of where to start improving processes, with suggestions including immediate training, hiring consultants, writing a report, or adopting an existing body of knowledge framework. The meeting ended without agreement on the path forward beyond scheduling another meeting.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 1

    Structures for an improvement project - the Permanent Way Company

    The Permanent Way Company is a global player in the construction and


    maintenance of railway infrastructure - lines, signalling and communications systems.
    The work relies on the formation of teams to carry out projects and these are drawn
    from different divisions of the company. The divisions of the firm are based around the
    different relevant specialisms, mechanical, electrical, electronics and signalling,
    construction and surveying. Within each of the different divisions of the firm there are
    different specialisms - for instance, designers, cost engineers, marketing engineers and
    IT specialists. Most projects involve working across several divisions, often drawn from
    geographically diverse locations.

    As a result of major worldwide growth in the market for their services, the
    firm undertook a review of their processes. Key weaknesses identified included their
    ability to deliver projects on time. This was consistently the main complaint of their
    clients (usually national rail operators) who were becoming increasingly concerned with
    the ability of their suppliers to deliver. A new 'project system' had been put in place that
    stated the documentation requirements for large projects, but this had not been well
    implemented, and its use was very inconsistent within the firm.

    A Project Management improvement team was convened and tasked with


    improving the processes of the firm, with a nominal 12 months to see some results. The
    question that they faced at the first meeting was: where do we start? Everybody had
    their own ideas:

    1. we should start training people straightaway,


    2. we should employ a firm of consultants to find our needs,
    3. we should write a report to the board,
    4. we should adopt one of the bodies of knowledge and base our work around that.

    The meeting broke up with no agreement of the way forward, other than that another
    meeting should be held.

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