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Project Outsourcing
Many projects fall into the category of "Strategic but Non-Core." The project is necessary to support the future but creates a distraction for the core business. Examples are:
- Facilities - As companies achieve greater levels of success often moving into a larger facility is just one of major projects the company must execute. Distracting key resources to focus on an area of non-competence makes no business sense. The ability to bring in an interim project manager that can seamlessly lead such a potentially distracting project effectively and efficiently can have huge returns.
- New Product Development - Often core products and technology require complementary devices for success. Your team is built and focused on your core technology. The ability to assemble and manage an outside team to deliver the complementary product with the least organizational impact while ensuring the desired business outcome is crucial.
Waypoint Leadership has the knowledge, access to industry experts and the ability to manage these critical projects for you. Why burden your organization and put the other critical initiatives at risk when a more cost effective option exists?
Case Study #1
Client: Early Stage Medical Device Company
Project: Move from a 5,000 sq ft. facility move into a 16,000 sq ft. building to support current and future expansion.
Solution: Provide a project manager to oversee and manage all leasehold improvements including the construction of a class 10,000 clean room. Seamlessly manage the facility move and closure of the existing facility.
Outcome: Successfully managed the move within the described time and budget without impacting critical key resources or current operations and projects.
Case Study #2
Client: Mid Size Medical Device Manufacturing Company
Project: The client company was losing access to complimentary capital equipment and disposables for a key product. The client desired to update the existing offering and to establish manufacturing capabilities. The client was under tight time constraints with a limited inventory position and internal technical expertise.
Solution: Provide a project leader to define the new product requirements with internal resources and outside experts. Identify and establish external project resources. Define the overall project cost and timing. Manage the Execution of Phase I and develop and present the business case.
Outcome: The project scope was clearly defined. Clarity of cost versus return for this product and project was established. Project team identified. Senior management was able to make an informed business decision on organizational priorities and delayed the program. Product was mothballed for easy rollout once key business milestones are met.
Click here for more information about Waypoint's Predictable Results Process.
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