
Case Study: Force Fire
Establishing a PMO
About Force Fire
Business Overview
Force Fire covers the full range of fire protection services which includes design, installation, maintenance, inspection and testing. With services covering Australia’s east coast members of the installation team hold full accreditations under the FPAS scheme for Fire Systems Design (FSD) and Fire Safety Assessment (FSA).
While offering a full range of fire protection services the organisation was the product of an acquisition and merger of two entities to achieve the full service range.
The Motivation
Force Fire had a desire to grow organically and through acquisition.
To position for growth the business elected to revamp and evolve its documented project management processes.
The goal was to provide a robust and consistent basis for managing projects which would both serve as a baseline for revised processes in support of a new ERP system, and to provide alignment for future acquisitions.


The Solution
Development and Implementation of a fit for purpose Project Management Office.
We reviewed the processes currently in place and identified where key “handover points” for projects were not being completed successfully. By positioning projects appropriately within the organisation we were then able to develop appropriate tools for the improved control of stage outputs to set up subsequent stages for success.
The next challenge was then to review project documentation in place to identify areas of focus that required a consistent approach across projects. Subsequently the documentation and processes were updated to provide tools for improving consistency in managing projects without restricting the particular needs of individual client outcomes.
The Result
Less Disruption, Improved Communication and Improved Project Outcomes contributing to Greater Profitability.
With revised integrated processes and supporting documentation a range of stakeholder groups were satisfied. Disjointed handovers from bid team to project teams was addressed and a revised approach for completed projects exiting the construction phase increased the likelihood of customers seamlessly taking up maintenance contracts.
Consistency of project documentation and controls improved the measurability of projects allowing for delivery improvements and overall profitability.