Background
Alstom and DHL were engaged in a complex operational transformation spanning multiple concurrent initiatives. Fragmented plans and inconsistent governance had led to duplicated ownership, unmanaged dependencies, and misaligned delivery.
North Star Projects was brought in to establish a unified PMO-as-a-Service model that would provide clarity, structure, and control over the full programme lifecycle.
Challenges
- Multiple overlapping project plans with no single source of truth
- Lack of clear governance structure or escalation path
- No critical path methodology applied across the transformation
- Inconsistent stakeholder communications and siloed PMs
Impact
- Clarity on priorities and milestones
- Reduced duplication and missed dependencies
- Improved cross-team communication and escalation
- Confidence in the governance model supporting change initiatives
Recommendations
| PMO Service Area | Delivery Actions |
|---|---|
| Planning & Governance | Developed a single governable plan and aligned all project threads to a critical path |
| Risk & Dependency Management | Mapped interdependencies (e.g. stock take vs. people availability) and introduced RAID logs |
| Governance Forums | Introduced tiered boards, including Monthly Business Reviews (MBR) and daily stand-ups |
| Performance Visibility | Deployed a heat map baseline and structured reporting cadence for transparent decision-making |
| Stakeholder Coordination | Centralised PM responsibility and facilitated cross-functional collaboration |
