Telematics delivered 1 month early after a PMO turnaround

The telematics project had missed key milestone dates while the company ran national commercials promising the technology in its cars within six months. The CIO called WGA for help.

Telematics was a competitive battleground among automakers at the time, and the company had put its brand behind a public date. Missing a nationally advertised commitment costs credibility with customers and dealers far beyond the project itself, which is why the program needed an outside reset rather than another internal replan.

WGA conducted a healthcheck of the telematics PMO and delivered a turnaround strategy and plan. The findings were uncomfortable and led to personnel actions, and WGA reported them plainly to executive leadership. The turnaround strategy was designed to be simple to execute.

The healthcheck ran in weeks: document review, milestone forensics and structured interviews across the PMO and its suppliers. Findings went to the CIO unfiltered, with the evidence attached. The turnaround plan that followed was intentionally spare, a reset of decision rights, reporting and the critical path, designed to be executed by the program itself rather than by a standing army of consultants. WGA stayed through the reset and stepped back as delivery stabilized.

Results as the client recorded them, in its own operating metrics: Telematics project delivered 1 month earlier than planned

Root causes identified and acted on, including personnel decisions: Executive leadership given the unvarnished findings