As a midsized manufacturer, C. Otto Gehrckens (COG) is one of Germany’s leading providers of precision seals. The company develops and manufactures high-quality sealing solutions for a wide range of industrial applications.
At the start of the project, COG had developed a corporate strategy for the coming years and translated it into numerous specific initiatives and projects. However, there were no consistent project management standards or shared governance model for planning and managing them across the organization.
As a result, COG lacked the transparency needed to provide an integrated view of progress, risks, and dependencies and to manage priorities effectively. At the same time, project leads needed the skills and tools to plan and execute projects independently, pragmatically, and according to consistent standards in their day-to-day work. Together with Campana & Schott, COG established a project management setup that creates the required transparency and supports structured implementation of the corporate strategy.
- Company: C. Otto Gehrckens (COG)
- Industy: Industrial Manufacturing
- Location: Pinneberg
- Website: www.cog.de/en
Initial Situation
With its new corporate strategy, C. Otto Gehrckens translated its strategic objectives into numerous specific projects and initiatives. These included manufacturing projects to improve delivery performance, IT projects such as the introduction of a ticketing system and several software updates, organizational structure improvements, and the development of a social media strategy. Many of these projects ran in parallel or were launched at the same time. At the same time, the company lacked consistent project management standards and an overarching governance model. Differing approaches made it difficult to gain transparency into progress, risks, and dependencies, limiting effective management of the project portfolio.
The goal was to establish a practical project management approach that would create transparency across the entire project portfolio and enable project leads to plan and manage projects independently, systematically, and according to consistent standards.
Approach
Campana & Schott implemented the project across four interconnected areas of action.
1. Establish Consistent Standards and Governance
As a first step, the team established core project management structures and developed a central project management process. Project participants also defined roles, responsibilities, and consistent approaches for planning and managing strategic projects.
Practical templates and guidelines supported every project phase, from initiation and planning to project control, risk assessment, and closure. Existing reporting structures were consolidated, and Microsoft Planner Premium was introduced as COG’s standard project management software. This created a reliable foundation for the structured planning and management of all strategic initiatives.
2. Set Up Projects Systematically and Support Execution
Building on this foundation, the projects were set up together with the project leads and closely supported throughout implementation. This included creating project plans with work packages and timelines, as well as identifying risks and dependencies. Regular alignment meetings enabled continuous progress tracking so that challenges could be identified early and addressed effectively.
At the same time, project leads were gradually equipped to plan and manage their projects independently. Campana & Schott also supported cross-functional coordination, made interfaces and dependencies between projects visible, and helped manage them systematically.
3. Create Transparency Across the Project Portfolio
The structured project work provided the basis for a central overview of the entire project portfolio. Progress, status, risks, and dependencies across all projects were consolidated and prepared for governance committees.
This made it possible to identify connections between individual initiatives early and set priorities more effectively. Formats for presenting selected projects also encouraged cross-functional exchange and strengthened transparency throughout the company. Central project management further improved coordination among participating functions and supported portfolio-wide governance. As a result, overall progress in implementing the strategy became transparent and manageable.
4. Embed Project Management for the long Term
Another priority was the targeted development of project management capabilities within the company. Working together on specific projects gave project leads a practical understanding of project planning and control. In addition, Campana & Schott designed and supported training on project management fundamentals and on the newly introduced processes and tools. Instructions and supporting materials made it easier to apply them in day-to-day work.
To embed project management sustainably within the organization, COG established an internal project management office in parallel. Over several months, the responsible project manager worked closely with Campana & Schott, gradually taking on tasks, responsibilities, and knowledge. After the project was completed, she assumed independent responsibility for project management activities and has continued to develop the established structures.
Results
With the jointly developed project management approach, COG now has the organizational foundation to implement strategic initiatives systematically, transparently, and across functions. Management and project leads have a clear overview of progress, risks, and dependencies, enabling them to adjust priorities early and make informed decisions.
Project management has also become an established part of the organization. With an internal project management office, consistent standards, and in-house expertise, COG can now continue strategic projects independently and support implementation of its corporate strategy over the long term.
Categories
#Business Transformation
#Projects & Programs
#Infrastructure Project Management
#PM Tools
