US Department of Energy
The Situation: The government agency launched a multi-site governance program as a follow-on to an unsuccessful program. New processes needed to be implemented. The program needed a new brand. And, after the re-branding stage, the agency wanted to have a dedicated team that could keep the program afloat.
The Problem: The program needed a high-touch contractor who could become an integral part of not only the re-branding, but the continued maintenance of the program. The contractor company needed to have team members experienced in the industry as well as those who could bring fresh ideas in the areas of business process, Web technology, and instructional design. Lastly, the contractor company needed to work well with the existing staff.
Our Solution: We were the successful bidder on the contract. We were able to retain the high-performing team members to assist with the re-branding stage as well as other initiatives that emerged. We provided services in requirements analysis support, program support, project controls, content, and information technology. In consultation with the program’s management team, we developed a re-branding project plan that used both Agile and Waterfall frameworks depending on the required deliverables. Our onsite and remote team members helped to maintain the business and technology project requirements and manage team members to ensure success of the overall project.
The Result: We successfully completed the re-branding phase for the program on time and under budget. Now, as the program reaches a mature phase, we seek ways to provide solutions to emerging pain points. Our team is dedicated to the work and continues to be responsible for new deliverables on this program and supporting programs from the same client. We anticipate the client’s needs by identifying opportunities to bring on additional team members and use innovative approaches to increase the strength of the program.