ESP Project Case Studies

Outlined below are a few highlighted projects that ESP has driven to success. These high-level overviews demonstrate actual challenges that ESP has tackled, including our approach to the engagement as well as benefits realized by the firm after completion.

We take our clients’ privacy very seriously. As such, names and identifying characteristics of the projects have been omitted.

At-Risk Project Interventions

  • A major discount brokerage firm had no consistent software quality assurance approach. Furthermore, an existing year-long project to establish this approach had yielded no results for them.

ESP assessed the current situation, determined personnel requirements, and supplied the leadership and staffing needed to complete the project. Additionally, ESP planned and implemented a new approach to be used across all of the firm’s projects based on custom-tailored functions, processes, and reporting.

  • A large outsourcing project for a major asset management group was spiraling out of control at a rate of $2 million per month.

ESP analyzed the project assets and determined that undertaking the project could never break even. ESP advised management to wind down efforts on the project and ultimately terminate the contract. We oversaw the closure of the failed outsourcing project, and assisted the client with redistribution and redeployment of its assets.

  • A firm’s major client reporting software project was not transparent to management. Additionally, it was not clear that the scope of the project was understood across the participating parties.

ESP analyzed the project plan, determining that the expected delivery date was unrealistic. There was also a great deal of confusion about the project’s scope and ownership. As such, ESP scratched the initial project plan and developed a new one, including a successful tracking implementation which allowed a senior management steering committee to direct and control the effort. Furthermore, we identified a project sponsor to clarify the project scope and objectives.

References are available upon verified request. Contact us for more information.


HP-PPM Tool Implementation

  • A major publishing organization purchased HP PPMC (ITG) but needed help realizing the benefits of using the tool to manage projects, collect time, represent the project resource allocation and maintenance, as well as produce effective dashboard summaries. Senior management challenged ESP to roll out PPMC quickly and successfully to meet their urgent needs. Additionally, the organization wanted this system implemented globally.

Our PMO leadership guided the configration of the system based on best practices, and set standards and usage conventions in place to provide a foundation for consistent global data collection. ESP then initiated a pilot demonstration for senior management approval. We then developed project manager approaches for successful use of the system. All employees were profiled, defining their roles within the system. ESP successfully rolled out the time tracking module in a major global unit within two weeks.

The success of the initial implementation spurred the organization to implement the system globally for use within the year. SMEs were trained in each technology division to carry out future work independent of ESP. The output of the system has been used in executive governance meetings to make key project decisions and resource forecasts. Additionally, other businesses within the organization requested ESP’s engagement for tool implementation.

References are available upon verified request. Contact us for more information.


Offshoring Analysis and Documentation

  • A top-tiered bank was pursuing an aggressive program of offshoring IT resources across fixed income, equities and operations. To support the knowledge transition, a large program was initiated to document all key IT systems and support processes.

ESP implemented a Program Office to provide project oversight and governance to this large scale documentation effort. We utilized a number of different methodologies (PMI, Six Sigma, etc.) to help develop effective, standard documentation sets in order to facilitate the offshoring of their IT system support. ESP also provided more than 60 resources across three divisions for twelve months to fully document the critical systems.

All critical systems were fully documented, and that documentation was used to successfully train offshore resources as well as transition production application support. The twelve-month $20 million program was brought in on-time and under budget, and the documentation is still continuously updated as part of the Business As Usual (BAU) processes.

References are available upon verified request. Contact us for more information.