Increased Visibility
One of the big challenges of managing major change programmes is that there is almost too much information and it is difficult to ‘see the woods through the trees’. The PMviz solution ensures that all parties responsible for delivering the change have clear, concise visibility of the information that is important to them in performing their part of the delivery.
Enhanced Control
In order to ensure that major change delivery is ‘under control’, it is important that all parties responsible for the delivery are working in a common, consistent manner. PMViz ensures an appropriate level of control the provides full visibility of progress, highlighting the trouble spots to both the executive / operational business leadership stakeholders and to the individuals designing, building and delivering the change.
Reduced Costs
A major objective for companies is to improve bottom line through management of its costs . PMviz delivers value by firstly reducing the overheads of running programmes and secondly through the early identification of issues and risks avoiding increased costs through resolution and mitigation.
Flexible Structures
One of the key differentiators of PMviz is its ability to allow a two dimensional management structure to be set up, which is naturally inherent in most programme and portfolio structures, but which is often ignored because of the reporting challenges it presents.
Intuitive Dashboard
Programme management tools can collate huge amounts of information, so it’s important to able to distil it all into a few key metrics that convey the overall health of the programme/portfolio. PMviz presents these metrics in an easy-to-understand graphical format, with ‘drill-down’ capability into the underlying detailed data.
Rapid Deployment
There is an increasing need to mobilise large programmes in a quick and efficient manner to meet tighter deadlines . With the correct base information PMviz can be deployed within 48hours ensuring all parties are working to a consistent management approach.
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