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Home > Resources > Publications > CASE STUDY : Implementing a Project Culture to support Transformation

CASE STUDY : Implementing a Project Culture to support Transformation


  • Industry: Energy Management
  • Company: First Class Energy Solution provider, multi-billion dollar company active world-wide in nearly 100 countries. Offers a broad range of Energy Management services in a wide variety of markets, such as Energy & Infrastructure, Data centers & networks, Industry, Building and Residential.
  • Areas of Practice: Organizational Maturity, Competency Development
  • Services Provided: Organizational Maturity Assessment, Project Methodology & Tools, Customized Training Solutions, Training and Career Paths
  • Locations: Conception – France, USA. Deployment – Worldwide.
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The Energy Management market is growing faster and stronger. Demands for larger and more complex solutions are increasing, with customers expecting the same high level of quality and professionalism.

In order to support the evolution towards a Solutions culture and approach, our customer decided to reinforce and sustain a Project Management culture throughout the organization. To achieve this goal, a global program with three (3) pillars was identified:

  • Process: Develop a worldwide common Project Management approach.
  • Skills: Develop individual Project Management competencies.
  • Management System: Develop Governance strategy and principles

Ultimately, the organization decided to measure their progress by implementing an Organizational Project Management Maturity assessment as an enabler of their profitable growth. The company had to ensure and assess deployment of its global scheme within its business units and countries.


  • Develop a common language and methodology in a global context, with a large variety of projects in terms of size and complexity. How to conciliate existing practices? Cultural differences?
  • Conciliate the different levels of expertise and knowledge from one group to another.
  • Encourage participants to adopt a corporate culture and practices.
  • Deploy processes and tools homogeneously on a large scale, and ensure practices will really change (100 000 employees spread over more than 100 countries).
  • Measure the progress and provide improvement leads.


In order to develop, implement and deploy a project culture across the organization, and address the three pillars of its transformation program, the company chose PMGS as its global project management provider. During this program, PMGS worked with this organization to:

  1. Structure common project and opportunity management practices:
    • PMGS developed a Project Management framework based on the PMI® standard and synchronized with the company’s business processes.
    • An Opportunity and Project Management lifecycle supported by a gating system was implemented, along with the toolboxes at both levels (Opportunities and Execution).
  2. Develop project management competencies :
    • PMGS participated in the development of a project management training paths for the Opportunity and Project managers.
    • PMGS developed and deployed a fully customized project management training program targeted at four different project populations within the organization: Entry-level project managers, Senior project managers, Managers of PM’s, Opportunity Managers. To develop the program, PMGS used components from its own standard course materials and adapted them to the company’s project environment (processes, tools, roles and responsibilities, etc.)
    • Sustain the project management community by delivering coaching sessions and specific applied seminars.
  3. Introduce management systems components :
    • PMGS assisted and counseilled the company in the implementation of Governance principles to support its business process, including a Portfolio Management gating system and Key Performance Indicators.
  4. Develop an organizational project management maturity approach:
    • Based on the PMI® OPM3® Standard, PMGS built a customized methodology and supporting tools to assess the current Organizational Project Management capabilities and to determine the required evolution plans to reach each entity’s performance target. This evaluation will be perfomed within each business unit and will provide a corporate benchmark within the group.
    • The assessment approach was fully customized and aligned on the organization’s Opportunity and Project process. In order to meet the customer’s needs, the assessment was designed to allow a distinction between various maturity levels, an end-to-end coverage of the lifecycle including opportunities, a presentation of results based on multiple angles of analysis, a particular focus on critical questions and an identification of improvement paths.


  1. The development projects (both toolboxes and training course materials) were delivered on time in order to support the overall objective of the global program deployment.
  2. The deliverables were developed and validated by various stakeholders worldwide. A constant communication strategy was developed to ensure adhesion to this program. In the end, this attitude contributed to creating a community of practice among project practitioners.
  3. Within two years, PMGS trained more than one thousand (1000) project management professionals. PMGS delivered these training sessions in Europe, Africa, America and Asia Pacific (18 countries). The awareness towards project management is now stronger, and project management practices have globally been adopted and improved.
  4. The organizational project management maturity approach has been piloted successfully in two different countries. Based on this success, the top management has decided to deploy the assessment approach and tools in fifteen (15) countries starting in 2011.

Since 1994, unparalleled, proven expertise in project management training and consulting has made PMGS a natural partner for organizations from all industries on every continent that require new strategies and methods in order to boost project performance. PMGS’s action-oriented approach is based upon customized and integrated solutions with the objective to increase the competency level of resources and the maturity level of the organization. PMGS experienced consultant network offer dual expertise in project management training and consulting.

The international activity of PMGS in 2010 represents hundreds of deliveries in more than 25 countries and 8 different languages. PMGS’s offices are located in Montreal and Paris. PMGS designs and performs integrated and customized solutions that contribute to develop skills and maturity in Project Management. These solutions are based on the project Management Institute (PMI®) standards.

Stephanie Constantin
(514) 904-1428 ext.230