Multiple departments lacked a formal system for project intake, resulting in unclear roles, responsibilities, and processes.
There was no standardized method to submit requests, assign ownership, or ensure alignment across teams.
For example, requests submitted to operational leaders lacked clarity on who would manage the project, how information would be communicated to stakeholders and there was an absence of communication escalation procedures.
Problem
Action
To address this, I developed a comprehensive communication plan to streamline project intake and execution. I built this using a custom stakeholder-mapping framework that tailored engagement to different communication styles, integrated direct feedback from core departments like IT, Finance, and Procurement, and established a clear escalation path for bottlenecks.
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The plan clearly defined roles and responsibilities, outlined procedures and expectations for request submission and assignments, and established consistent steps for project managers to engage with stakeholders. This system ensured alignment, accountability, and more efficient cross-department collaboration.
Result
The implementation of the project intake and communication system led to a measurable improvement in cross-department collaboration and project clarity. Communication efficiency increased by approximately 30%, as teams were better aligned on roles, responsibilities, and procedures.
While some resistance to change remained and minor adjustments were still needed, the overall workflow became significantly more streamlined, transparent, and manageable, reducing errors and delays.
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Process Standardization
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Emotional Intelligence
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Oral Communication
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Operational Streamlining
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Workflow Engineering
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Stakeholder Engagement
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Change Management
Skills
Duration:
9-12 Months
Industry:
Non-Profit (Health Care & Human Services)
Project Type:
Process Improvement & Governance
Role:
Project Manger