Context
An industrial group developing its system for managing digital and organisational change projects.
Objective
Introduce stage-gate project management and accelerate change execution.
Role
A Senteo consulting team engagement.
Approach
• A stage-gate model for SIBUR Digital and change projects.
• Training for 250 product owners/project managers, 50 employees in EOL roles and 50 change leaders.
• Launch of 18 Scrum teams.
• Four Kanban boards/teams.
One implementation workstream involved launching Scrum teams in production operations.
Outcome
Implementation of the project management system generated RUB 2 billion in additional profit. A total of 350 employees were trained, 18 Scrum teams were launched and four Kanban boards were introduced.
Company / project website