Intermetro Case Study
- Lack of project visibility created unnecessary risk in project scope, schedules, and budget
- Inconsistent NPD processes resulted in inefficiencies
- Inability to accurately predict new product launches eroded confidence, impacted resource planning, and affected revenue
- Increased R&D projects following corporate NPD process rigor from 15% to 80%, and expected to be 100%
- Improved visibility of capitalized R&D costs from 52% to over 95%, saving more than $500,000
- Reduced average planning span for NPD projects from 11 months to just under 3 months
- Increased ability to map R&D labor costs to specific projects from less than 50% to more than 90%
- Provided support for mixed software development methodologies
- Improved risk management
- Reduced meeting time from 90 minutes to 30 minutes
Postponing the launch of a new product can have a number of negative consequences on revenues—from reducing the window of revenue- generating opportunity to causing the product to become obsolete faster. For InterMetro Industries, time to market is critical to maintaining competitive advantage. Because missing an opportunity to introduce a new product at an industry event translates directly into lost revenue, InterMetro Industries implemented Workfront to improve visibility into its software development projects. Improved insight enables management to more accurately forecast delivery dates, manage budget, and mitigate risk.
InterMetro Industries is a global leader in connecting technology and engineering to provide innovative solutions for customers in industrial, commercial, and consumer markets around the world. The company is comprised of five business segments: Process Management, Industrial Automation, Network Power, Climate Technologies, and Commercial & Residential Solutions. Sales in fiscal 2013 were $24.7 billion.