The Situation
Konami Gaming’s System Services Division was under pressure. Open customer issues had accumulated, implementation methodologies were inconsistent, and there was no formal PMO or structured approach to project delivery. The division needed executive leadership that could stabilize operations quickly while building the systems for long-term performance.
The Engagement
Steven C. Roberts directed all installation and support personnel in the Gaming Systems Division, leading the development of implementation methodologies, documentation standards, and training programs.
Key deliverables:
— Established a formal Project Management Office (PMO) with standardized methodologies and artifacts
— Initiated a next-generation customer issue tracking system for all North American customers
— Resolved 60%+ of all open customer issues and complaints within 30 days of engagement start
— Identified training gaps and developed cross-functional peer-to-peer training within the division
— Collaborated with the System Sales Department to provide technical support in the sales process
— Developed MS Project timeline standards for all implementation engagements
The Result
60%+ of all open customer issues resolved within the first 30 days. A formal PMO established with repeatable methodologies that the division could execute consistently going forward. Customer satisfaction and implementation quality measurably improved within the engagement period.
Client: Konami Gaming, Inc. — Las Vegas, NV
Duration: December 2005 – March 2006
Result: 60%+ open issues resolved in 30 days · PMO established · Division-wide training program built