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Post-merger integration of a complex IT architecture and project portfolio management

Post-merger integration of distributed IT PMO's
Transformation initiatives status reporting to upper management
Projects / change requests >2000 per year
Challenge
One of the world's largest plastics, chemical and refining companies uses its products and technologies for items that improve the quality of life for people around the world, including packaging, electronics, automotive parts, home furnishings, construction materials and biofuels.

The company is the result of the merger of two companies. Today, it manufactures products at 57 sites in 18 countries. The challenge was the transfer of IT project portfolios from both companies into one project organization and setting up the program office, both with governance and support functions.

Approach
The integration required the balancing of resources among daily IT operations, the combination of the PMOs of the merging IT units with the aim of reducing costs and recognizing other synergies as well as establishing an end-state architecture for the long-term business objectives of the IT landscape.

Result
GET Excellence achieved the post-merger integration of distributed IT PMOs. Status reporting to upper management was established.
It is not often the case in such a big company
to convince and get everyone on board that quickly
It is not often the case in such a big company
to convince and get everyone on board that quickly

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