PROGGEX Case Studies

Construction & Build Outs

The Problem
A globally-based client approached PROGGEX with the need to manage large, global facility construction and build-out projects on three continents simultaneously. Their timeline for completion was limited based on their client customer service agreements requiring client support coverage in multiple countries with specific go-live dates.

The program was compounded by the geographical location, cultural differences and trades/tariff regulations in counties in the APAC, EMEA and Latin America areas. The client requested PROGGEX be 100% responsible for the management of the overall facility design, real estate evaluation, construction and final build-out of each facility. Each project required PROGGEX to work with local and corporate architecture; construction contractors; and facility as well as operations personnel in a cross-matrix mode utilizing remote and onsite project framework, timeline and budget development and monitoring as well as communication protocols to all project sponsors and stake-holders, which resided across the world.

The Solution

PROGGEX framed out processes to identify roles/responsibilities and clarity of dependent coordination between corporate real estate and architectural departments and the in-country facility coordinators and construction general contractors and sub-contractors, enforced by Project Management Office (PMO) processes and procedures.

PROGGEX developed the Scope, Project plan and Budget based on the corporate charter including the limitations and time constraints mandated by existing client customer service agreements and service levels.

PROGGEX also implemented a project management structure to continuously track, monitor and manage the overall program including all government regulations, customs and tariff/trades regulations and worldwide resources including risk identification and mitigation, and established a structure of ownership and accountability, which included timely program status reports and process and problem escalation requirements.

The new structure was rolled out over three years, based on the client’s global expansion strategy. The process became so systemized and automatic that by year two, all departments, enterprise-side, were functioning with an optimized and repeatable standard operating procedure.  The new system further optimized rollout and structure for all construction and build-out projects.