Fresh off a major ERP gap assessment, this global clean-energy technology company faced a familiar trap. It had a long list of findings and no organization built to act on them. No enterprise Program Management Office existed to govern the dozens of improvement initiatives across finance, sales, manufacturing, and supply chain. The company operated in multiple countries and currencies, each with its own accounting standards and tax rules. Without stage-gates or shared templates, every new project risked repeating the inconsistencies the assessment had just exposed.
BluJuniper stood up a Program Management Office from the ground up. It included governance bodies, stage-gate processes, and standardized templates adopted across every department and entity. We assigned dedicated project managers to the highest-priority gaps, including tax automation, revenue recognition compliance, and supplier relationship management. For two of the highest-impact workstreams, we built custom tools, complete with testing and end-user training.
Technology & Methods Used
PMO governance framework, stage-gate governance processes, standardized program templates, custom workstream tools, project delivery methodology
About the Client
The client is a global clean-energy technology provider operating across multiple continents, currencies, and accounting regimes, scaling rapidly from custom project delivery toward a standardized product organization.
Industry
Clean Energy, Manufacturing
Outcomes at a Glance
Enterprise PMO Built From Scratch
From Findings to Active Execution
Business Problem
- No Governing Body: No enterprise PMO existed to govern the dozens of improvement initiatives identified across finance, sales, manufacturing, and supply chain.
- Global Complexity: The organization spanned multiple countries and currencies, each with distinct accounting standards, tax jurisdictions, and ways of working.
- Risk of Repetition: Without stage-gates or standardized templates, new projects risked repeating the inconsistencies the gap assessment had just uncovered.
Solution Approach
- PMO Stand-Up: Designed and built a PMO from scratch, including governance bodies, stage-gate processes, and standardized templates adopted across every department and entity.
- Priority Gap Ownership: Assigned dedicated project managers to top-priority gaps, including tax automation, revenue recognition compliance, and supplier relationship management.
- Custom Enablement Tools: Built custom tools for two of the highest-impact workstreams, complete with testing and end-user training.
Value Delivered
The company came away with a working, enterprise-wide PMO and consistent governance across every department and global entity. It moved from a stack of findings to real execution, closing priority gaps instead of shelving them.
The templates and stage-gate processes established during the engagement now govern how every new initiative is run. For a business scaling quickly, that is the operational backbone it needs to grow without reintroducing the inconsistencies it worked to eliminate.
Where This Fits in North*Star©
Beacon© EPM
This is Beacon© EPM at enterprise scale. BluJuniper turned assessment findings into an actively managed program of work, connecting strategy to measurable execution across a global operation.