A company-wide initiative was set up to reduce warranty and goodwill costs at an automobile manufacturer. A total of over 230 projects to improve product and process quality were initiated at departmental level and were to be tracked and managed over the course of the program with the help of an overarching portfolio management system.

With the help of portfolio management and the controlling PMO, we were able to achieve cross-departmental collaboration. At the same time, the efficient use of resources ensured that existing problems were solved in the long term, thus achieving the best possible project efficiency. The project managers were supported and relieved in their work and our experts were always able to align the portfolio in the best possible way with the help of business case calculations.

The F&E department of the chemical and metallurgical precursor producer was faced with the challenge of an inhomogeneous project management process. The portfolio could neither be presented transparently nor did the management board feel able to make well-founded decisions based on the existing project information. The area of responsibility of the project manager role was lived differently by the technical experts.

The R&D department is now able to record, prioritize and efficiently manage the portfolio according to a standardized stage gate process. The speed of market entry has been accelerated by faster fact-based board decisions and the use of resources has been managed more efficiently. Thanks to various support formats and basic project management training, the project managers were able to successfully implement their new role and the associated responsibility step by step.