Project Management – Post Acquisition Integration
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what's the problem?
Our client, a large multinational corporation, recently acquired a smaller software company to expand their product offerings. The software company had developed a niche product with a solid customer base, but its systems and processes were not aligned with the acquiring enterprise's.
our approach
Our team provided non-technical project management services focusing on defining project scope, plan, execution, and reporting to the project sponsor. The methodology chosen for this project was agile.
Findings
Upon thorough analysis, our team identified significant disparities in operational methodologies between the two companies. The acquired software company's agile approach to product development and customer service was at odds with the acquiring corporation's more traditional, hierarchical structure. Additionally, we found that the integration process was hindered by a lack of clear communication channels and a unified project management framework.
SOLUTION
Our Managing Partner acted as a project manager, and was responsible for achieving the following:
• Developing scope, methodology, budget, and timeline.
• Managing activities through a project’s entire lifecycle, including the initiation, planning, execution, and closure phases.
• Managing cost and budget.
• Documenting and tracking RAID, RACI, status decks, and mitigation plans.
• Communicating with project sponsor, scrum master, technical leaders, and team members.
results
The project was completed on time, with minimal budget iterations. 96.5% of the milestones were completed on time with sign-off; Average Net Promoter Score for the entire project was 9.33.
conclusion
The project management services provided by our team resulted in a successful integration of the acquired product. The results demonstrate the value of experience and knowledge in a much-needed business domain – project management.
what's the problem?
Our client, a large multinational corporation, recently acquired a smaller software company to expand their product offerings. The software company had developed a niche product with a solid customer base, but its systems and processes were not aligned with the acquiring enterprise's.
our approach
Our team provided non-technical project management services focusing on defining project scope, plan, execution, and reporting to the project sponsor. The methodology chosen for this project was agile.
Findings
Upon thorough analysis, our team identified significant disparities in operational methodologies between the two companies. The acquired software company's agile approach to product development and customer service was at odds with the acquiring corporation's more traditional, hierarchical structure. Additionally, we found that the integration process was hindered by a lack of clear communication channels and a unified project management framework.
SOLUTION
Our Managing Partner acted as a project manager, and was responsible for achieving the following:
• Developing scope, methodology, budget, and timeline.
• Managing activities through a project’s entire lifecycle, including the initiation, planning, execution, and closure phases.
• Managing cost and budget.
• Documenting and tracking RAID, RACI, status decks, and mitigation plans.
• Communicating with project sponsor, scrum master, technical leaders, and team members.
results
The project was completed on time, with minimal budget iterations. 96.5% of the milestones were completed on time with sign-off; Average Net Promoter Score for the entire project was 9.33.
conclusion
The project management services provided by our team resulted in a successful integration of the acquired product. The results demonstrate the value of experience and knowledge in a much-needed business domain – project management.
