P2P

21 I L T A N E T . O R G The Saturn team is made up a quickly, but thoughtfully, assembled group of PMs (including several people with a known interest in project management, but without official credentials), specialists, coordinators, and directors. We quickly figured out how to leverage Teams for management, reporting, communications, and tracking. 2 One of the key parts of governance is the SteerCo request that we track and report very, very granularly, with year-end in mind. • We open a new matter number for every project (I tried to get away with a single matter number for all new learning sessions, and was promptly shut down). • We require project leads to estimate hours needed to complete a Saturn project and track against that. • Leads are also required to commit to milestones with dates. Our PMs call the leads the moment a milestone is missed. However, we make it clear that due dates can be moved – we just always need to be working towards a goal. • Client work of course comes first. However, we have made it clear that if year-end billable expectations are not met, and there are no Saturn hours – that'll be a bonus issue. • We pull billed hours and milestone reporting every week for the SteerCo and firm executive. If a project is not meeting milestones (while also being low on billables), that's something our practice group leads follow up on. Ultimately, management and governance of the Saturn Initiative sent a very strong and positive message across the firm and to the market. We support our people and our clients in the best and worst of times. Guillaume Lessard, Director, Strategic Initiatives and Lead PM, Saturn Initiative: I believe our firm responded to COVID-19 economic hardships as opposed to reacted to them. One of the guiding principles of Saturn is figuring out how to keep people busy and engaged, but most importantly employed. We are lucky to work for an organization that walks the talk when it says it puts people first. The coolest thing about Saturn is that it has morphed from simply being a response to an uncontrollable situation into a way of thinking and doing things across the organization that promotes accountability and delivery. Our clients ultimately benefit from that shift in mindset. Projects Projects came out of the woodwork! Within days, the Service Delivery vertical alone saw over 30 unique projects submitted, many of which were umbrellas for multiple discrete deliverables. We had to keep close watch at the beginning to link together people with similar ideas "We support our people and our clients in the best and worst of times."

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