Case study · Manufacturing and export
PPS Consulting India is setting up a Project Management Office (PMO) and an operating framework at a family-promoted export manufacturer in India, as the second generation takes over from the first. The plan runs 90 days across five workstreams: ownership and a weekly cadence, the production order workflow, department standard operating procedures (SOPs), dashboards, and handing the cadence to an internal team.
90 days
from naming owners to the company's own team running the weekly cadence
Running now
A second generation is taking over a family-promoted export manufacturer. The plan starts with what that transition needs: named owners, one production order workflow, and dashboards in place of reports built by hand.
The brief: a PMO and an operating framework the next generation can steer.
Map how a production order actually moves from enquiry to dispatch, which department touches it, and who decides what along the way.
Name an owner for each department and each recurring decision, written up as a RACI (who is responsible, accountable, consulted and informed), then redesign the production order workflow.
Put the new order flow live in the company's own system, write department SOPs with the department heads who will use them, and build dashboards to replace the reports made by hand.
A weekly rhythm: a production review with department heads on Monday, order exceptions and decisions on Wednesday, a 30-minute leadership dashboard review on Friday, and a monthly plan review with the promoters.
An internal PMO takes over the cadence, so the weekly rhythm keeps running on the company's own people after we step back.
Five workstreams, in order
Weekly rhythm
Measured at day 90
The last workstream hands the cadence to an internal PMO: the company's own people run the Monday, Wednesday and Friday meetings and the monthly review with the promoters, from the same dashboards.
It is if:
With the PPS Backbone Review: four weeks, a fixed fee of ₹1,50,000 to ₹3,50,000 plus GST and expenses, one fix working by the end, and a plan with owners and measures that is yours to keep, whether or not we build it with you.
How the Review works9 workstreams, one cadence
nine project managers reporting in one format, with a one-page status for the CFO every week
Relevant if you are running several initiatives at once and each one reports differently.
30+ projects, one plan
five project managers on one weekly cadence, and one view for leadership and investors
Relevant if you have more initiatives running than anyone can list from memory.
1,775 hours
nine months in the office of the chief human resources officer, from two HR functions to one
Relevant if you are merging or acquiring, and two ways of working now have to become one.
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Across Upwork and direct contracts, including the people on our project teams.
This one is planned for 90 days: owners and a weekly review first, then the production order workflow, SOPs and dashboards, and last the handover to an internal team. How long yours takes depends on how many workstreams it needs, which the first four weeks, the PPS Backbone Review, work out before anything else is built.
It should not. Here it is three weekly meetings, the Friday one 30 minutes, a monthly review with the promoters, and dashboards in place of reports built by hand. The aim is fewer follow-ups, not more meetings.
The promoters review the plan every month and see the same dashboards as everyone else. The plan puts day-to-day decisions with named owners, so the business stops waiting on one person.
What you're trying to achieve in the next 90 days, and what's breaking in execution. We'll tell you plainly what we'd fix first.
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