Merrill Lynch

Merill Lynch Europe initiated an extensive programme of works to develop a Central London headquarters, capable of supporting at least 4,500 staff, for their European, Middle East and Asia operations. Towards the end of 1999, as the IT strategy for the building was being analysed, it became apparent that the existing project processes and infrastructure would be unable to deliver the necessary support to the project operation. PTS was subsequently invited to audit the existing working practices and processes and to propose solutions to address the problems.

• A comprehensive review of the Project Management Office
• Recommendation of Project Management tools
• Fully operational Project mechanisms to support business requirements

Whilst at Merrill Lynch, instead of substituting existing business procedures, PTS took a holistic approach to the change required and proactively worked with each project team to re-focus the key deliverables. PTS also assisted with training, change management, help desk management, a weekend command centre and general project consultancy. PTS involvement within the PMO enabled senior project staff to re-focus their efforts away from addressing process and project operational issues and towards the more crucial issues that arose during the project cycles.