LANDRY and associates develops and implements strategies to effectively and efficiently achieve the goals of organizations.

Project and program management

Project and program managers organize and direct the human, material, technological and financial resources essential to the implementation of projects, in close collaboration with stakeholders. The analytical mindset and synthesis are valued at every stage of the process to ensure a rigorous and effective implementation of the program.

• Setting up and managing the project office;
• Business project program and portfolio management;
• Management of business and technology projects;
• Project Control (PCO);
• Managing timelines, budgets and scope;
• Identification and monitoring of project risks;
• Capacity assessment and monitoring;
• Tracking resources and stakeholders;
• Managing requests for change;
• Management of outstanding issues;
• Development and monitoring of dashboards;
• Documentation of status of advancement and accountability;
• Dashboards, status of advancement and accountability;
• PMI/PMP certification, PMBoK mastery, Prince2, Macroscope/P, AGILE/SCRUM and Waterfall approaches.

Creativity and innovation

LANDRY and associates supports organizations in managing creativity and innovation. Using applied approaches that combine emotion and reason with the innovation process, organizations develop their ability to support strategic thinking, complex problem solving and collaborative development.

• Developing a common mission and vision;
• Identifying organizational priorities;
• Professional identity and organizational role/contribution;
• Customer strategy and service offering;
• Challenges associated with collaboration and sharing of common equipment;
• Reflecting on collaboration and communication within the team;
• Discuss what the project represents and the challenges/obstacles ahead;
• Reflection on creativity and innovation;
• Application of the Design Thinking approach;
• Using playful approaches such as Lego Serious Play (LSP);
• Exploring pitfalls in the work environment.

Dashboard

In a competitive and unpredictable market, organizations need to react quickly. With tools such as performance dashboards, organizations can quickly make informed decisions. LANDRY and associates accompanies organizations with an essential steering tool for decision-makers who want to react quickly and effectively:

• Selecting and implementing key indicators;
• Development of Balanced Scorecard;
• Automation of dashboard production;
• Feeding indicators and processing data in real time;
• Strategic analysis and decision-making.

Knowledge management

The success of an organization depends on the strategic management of knowledge. The value of knowledge through internal processes fosters an organizational culture oriented towards the sharing of knowledge and collaboration within its teams. The results will translate in better decision-making and improved quality of services.

• Identification, preservation and enhancement of strategic knowledge;
• Organization, taxonomy and categorization of informational knowledge and assets;
• Lifecycle analysis and retention schedule of information assets;
• Establishing a culture and tools for collaboration and sharing;
• Developing a management process and sharing knowledge.

Governance and leadership

Management teams need to be on the lookout for new governance rules and practices and carefully develop strategies. By integrating leadership, results are more concrete and go beyond a simple list of steps to follow.

• Development of organizational structure and committee charters;
• Writing corporate policies;
• Defining the management framework and the role and responsibility matrix;
• Evaluation of the principles of sound management;
• Coaching and acting management.

Management of third parties and suppliers

Outsourcing to suppliers and services to third parties can result in additional management challenges. In addition, with the cooperation of external stakeholders, organizations must establish clear and functional contractual agreements.

• Defining a management framework and monitoring suppliers;
• Writing contractual clauses and annexes;
• Implementing a procurement and tendering process;
• Negotiating service level agreements;
• Definition of performance and accountability indicators.