Stage Gate Processes

Challenges

• Dynamic development of core business missing timely co-ordination with corporate real estate management
• Result: Uncertainty of corporate real estate management resources and unnecessary time pressure for prestudies for identification of long-term first-best options (increased investments and project costs)
• High volatility in work load of project managers with a high degree of permanent outsourcing of project steering tasks

Project approach

• Definition of triggering events on various levels of the core business: headquarters (corporate development, M&A, JVs, …), region (relocation, change, target markets, …) and on site (user satisfaction, process organisation, …)
• Development of process standards for identification of triggering events on the respective levels (meetings, reports, standards) and definition of quality-gates for corporate real estate management (approval, veto, information)
• Establishment of blue print for each stage
• Development of tools: triggering event monitor, process standards

Results

• Close linking of strategy and development of core business and corporate real estate management
• Guideline und sensitisation of core business for real estate economic contexts without resource involvement of corporate real estate management
• Improved capacity planning for corporate real estate management and optimised sourcing at projects
• Higher quality of service delivery towards core business due to longer assessment periods
• Implementation of active and supporting corporate real estate management philosophy opposed to a mere reactive servicer function