The ABC Project Management Model improved the profitability of Enersense’s project delivery

Enersense aims to become a leading service provider in its chosen sectors across the Baltic Sea region. The company capitalises on market growth by developing new solutions and pursuing strategic acquisitions.

A unified project management model strengthened delivery capabilities

Delivering innovative solutions and larger, more complex assignments requires internationally competitive project delivery capabilities. Previously, Enersense did not have sufficiently clear and consistent practices for managing its delivery projects. This made it more difficult to manage projects as a whole and resulted in variations in project performance.

Enersense selected Kumura, which has since become part of IQI, as its development partner.

Enersense trusted IQI to help bring its project delivery processes and guidelines up to international standards by applying proven practices and models.

The ABC Project Management Model provided a practical solution

IQI tailored a project delivery management model for Enersense based on the ABC Project Management Model and recognised international standards. The model covers the management of both individual projects and project portfolios.

Implementation began in Enersense’s Finnish operations. Several project management training programmes were organised to support the rollout of the new model. Enersense also introduced a systematic approach to developing its project managers’ capabilities.

Since adopting the ABC Project Management Model, Enersense has improved the average profitability of its delivery projects and reduced variation in project performance. The model’s project complexity classification has also clarified responsibilities and cooperation between sales and project delivery.

The ABC classification ensures that demanding projects receive the appropriate level of attention and are assigned experienced project managers with the capabilities required to lead them successfully.