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Operations & Project Management

ABOUT THE PROJECT

Managed the divestiture of strategic operations of a Leading Pan-European Technology Company

Following the divestiture of some operations of a Leading Pan-European Technology Company to another technology company, the client needed a strong Project Manager to make sure that the hand-over of operations in 50+ projects would take place smoothly and successfully

ROLE

Business Strategy Consultant

CLIENT

Accenture Strategy & Leading Pan-European Technology Company

HOW I HELPED

The client operations were strongly interconnected with the internal operations.

A first step has been to understand the nature of such interconnectedness. Following this, I have divided the operations into three main groups:

  1. the ones that could be easily transitioned

  2. the ones that needed to be replicated before causing unintended consequences to the client ecosystem

  3. the ones that required a deeper separate analysis to estimate the impact of their hand-over

Next, I have worked with the client to estimate the resources that should have been employed to make sure that key knowledge, technology and resources were retained.

Finally, I have developed and handed over a detailed roadmap for the client to follow to execute the transition of the operations embedded in the 50+ projects that were in progress

WHAT DID I LEARN?

BUILD FLEXIBILITY IN THE GOVERNANCE

This project involved project managing many work streams at the same time. I learnt how to build flexibility in the governance meetings, in such a way that delivery of work could progress even if attendance to the stand-up meetings was not possible from all the attendees.

MEETINGS ARE THE PLACE FOR HEALTHY CONFLICTS

When disagreements arise, the best place to deal with them is during a meeting, with the key stakeholders present. Any other form of communications delays a definitive resolution. I learnt how to facilitate meetings with healthy conflicts and how to respectfully disagree or express opinions that are different from the highest payed person in the room

RAQUEL PEDRO

Strategy Manager at Accenture

Having directly led Giammarco on several projects, I highlight the planning and management of a multinational divestiture for a Leading Pan-European Technology Company. In this project, Giammarco applied strategic thinking and business operations understanding, employing Microsoft Excel for the analysis and PowerPoint for the deliverables.

 

He showed strong communication and interpersonal skills, essential to collaborate with a multidisciplinary team in the Netherlands and the UK.

Additionally, during the definition and implementation of a strategic infrastructure transformation for a UK Media Services Company, Giammarco established the project and program management capabilities and the governance model. He carried out the financial assessment for new projects, demonstrating business case and Microsoft Excel skills.

 

Lastly, Giammarco took on the development of many proposals and the organisation of community events for our team. He was responsible for producing quality deliverables in tight deadlines and for fostering team building.