A medical device company was experiencing serious problems.  A key new product was seriously late and over budget.  The company's attempts to stabilize and turnaround  the project were not working, and more bad news was announced at almost every project review meeting.  ESTM worked with senior management and across departments and levels of the organization to evaluate both the company's project management process and the troubled project.   Working closely with management and staff, we  instituted organizational and cultural changes to strengthen the company's project management capabilities.  We then applied this more disciplined approach to the troubled project.  We built an effective multi-functional project team, focused the team on managing the critical path through the project, and resolved the staffing, resource, and vendor issues that were the root causes of the project's problems.  We stabilized the project schedule and budget, and effectively managed the on-time completion of the project. 

The company is now using the project management model we developed for all new projects, and their ability to define, develop and release new products has greatly improved.