This young department was struggling from the lack of a project and portfolio management tool, and the project managers were challenged by not having proper reporting to support decision-making.
The director of Special Projects, who was also rather new in the role, found it very difficult to keep track of his team capacity and what everybody was working on – it was nearly impossible to keep a record of 30 team members’ capacity without a tool. It was simply too inefficient to go ask every team member what he/she was working on to prepare for his weekly meeting with the CEO.
A project and portfolio management tool with resource management capabilities was the most urgent need of the department.
On top of that, the task handover from other departments was also a challenge, Special Projects was dependent on other departments to streamline information, which could be a daunting process without a clear structure. Excessive meetings hurt the productivity of departments while matters that required urgent actions were overlooked.