As the area’s Quality Program Manager, Tina was responsible for managing the project and quality elements for 5 offices, 35 project managers, and 12 project coordinators, within a multi-disciplined structure. Integrating an Oracle operating platform for the company’s Quality Management System (QMS) and Project Management System (PMS) necessitated the definition of processes, workflows, and employee roles.
Integration challenges arose with how to customize and configure internal processes to the over-arching requirements of each program, develop a strategy for change management, provide effective and consistent communication, and comprehensive training at varying levels of user interface.
The solution to integration challenges was to approach development of this program from “cradle to grave,” as one continuous system. Tina reviewed processes, from marketing efforts, project set-up, fee proposals, quality management, project management and closeout, and formulated the foundation to capture all required elements for the QMS and PMS. Stakeholder engagement was key to the formulation of operating procedures, with change champions who were trained and advocated for the change within their teams to help address concerns and provide regular updates.
The result was a sustainable system, with clearly defined outcomes for success, utilization of workflows to streamline and automate processes, and support from every aspect to address the complexity of the yearly QMS and PMS audits. The success was evident following implementation and the operational area satisfactorily passing its first audit following the transition to Oracle.
