[{"data":1,"prerenderedAt":105},["ShallowReactive",2],{"pages:\u002Fclient-stories\u002Ffernco":3},{"id":4,"title":5,"body":6,"canonicalPath":89,"createdAt":90,"cta":90,"description":91,"extension":92,"meta":93,"navigation":94,"path":89,"schemaOrg":95,"seo":98,"slug":85,"status":101,"stem":102,"type":103,"updatedAt":90,"__hash__":104},"pages\u002Fclient-stories\u002Ffernco.md","Fernco",{"type":7,"value":8,"toc":84},"minimark",[9,13,18,28,31,34,39,42,45,58,62,65,68,71,75,78,81],[10,11,5],"h1",{"id":12},"fernco",[14,15,17],"h2",{"id":16},"from-fast-growth-to-disciplined-transformation","From Fast Growth to Disciplined Transformation",[19,20,21],"p",{},[22,23,24],"em",{},[25,26,27],"strong",{},"Fernco Inc's IT Group is building a more formal way to decide what gets done, why it matters, and how it fits together.",[19,29,30],{},"As an industry leader in the manufacture and distribution of flexible pipe couplings and plumbing solutions, Fernco Inc is modernizing the enterprise by introducing changes to business processes and leveraging technology to maintain a competitive advantage.",[19,32,33],{},"The challenge was not simply changing a business process or implementing new technology. Fernco's IT Group needed a better way to decide which projects should move forward, understand how they connected, and define what each project was expected to accomplish.",[35,36,38],"h4",{"id":37},"managementpro-role","ManagementPro Role",[19,40,41],{},"We began with a Strategic Project Design workshop that gave Fernco IT Leadership a common approach for defining and evaluating initiatives.",[19,43,44],{},"That work has continued into Phase 3, where we are helping develop a more disciplined project management system, including:",[46,47,48,52,55],"ul",{},[49,50,51],"li",{},"A multi-gate project life-cycle process requiring proposed projects to make their case before significant resources are committed.",[49,53,54],{},"Standard project documents defining intent, value, scope, and execution requirements.",[49,56,57],{},"An enterprise LogFrame linking cloud migration, data quality, and related initiatives to the business results they are intended to support.",[35,59,61],{"id":60},"what-changed","What Changed",[19,63,64],{},"Fernco's IT Leadership now has a more consistent process for deciding which projects should proceed and what must be clear before they advance.",[19,66,67],{},"Projects are evaluated against common criteria rather than entering the system informally. Cloud, data, and related initiatives can be viewed as parts of one enterprise transformation rather than as separate projects.",[19,69,70],{},"Other Fernco Business Leaders also have greater visibility into how individual projects contribute to broader business objectives and which assumptions should be tested before additional resources are committed.",[35,72,74],{"id":73},"lessons-learned","Lessons Learned",[19,76,77],{},"Building diversified sales and marketing channels drives the adoption of the systems and business process needed to manage a growing, more complex organization.",[19,79,80],{},"Technology modernization works better when the organization first clarifies how projects will be selected, designed, connected, and governed.",[19,82,83],{},"The stronger the project design before execution begins, the higher likelihood the intended business outcomes will be realized.",{"title":85,"searchDepth":86,"depth":86,"links":87},"",2,[88],{"id":16,"depth":86,"text":17},"\u002Fclient-stories\u002Ffernco",null,"Examples of complex initiatives designed for successful execution.","md",{},true,{"primaryType":96,"jsonLdMode":97},"WebPage","generated",{"metaTitle":99,"metaDescription":91,"indexable":94,"robots":100,"title":5,"description":91},"Fernco | ManagementPro","index,follow","published","client-stories\u002Ffernco","page","JzAw7UGHruVZnHH0dpYG4E-UczRQ4eDBHvb4TUBWrew",1793666306800]