BITSUMMIT delivered Microsoft Project enablement for Nexans, establishing a unified project management framework with governance foundations and hands-on team training.
Nexans' project planning lived across disparate files, tool habits, and methodologies. Teams were mixing Agile and Waterfall practices, with work spread between Microsoft Project Desktop and Online. Skill levels varied widely, making it difficult to pool resources, align schedules, or generate consistent portfolio reports.
Without a shared governance baseline, project execution often depended on individual approaches, creating inefficiencies and blind spots. Nexans needed more than training; it needed a reset of planning discipline to unify its approach across groups.
Nexans' project planning was scattered across files, tools, and methodologies, with teams mixing Agile and Waterfall and splitting work between Microsoft Project Desktop and Online. BITSUMMIT delivered a professional-services enablement program built around how Nexans actually works, so the training would reset planning discipline rather than just teach features.
Align on the real environment first
BITSUMMIT assessed how Microsoft Project was being used across Desktop and Online, along with resource allocation and file-storage habits, and reviewed Nexans' own Agile, Waterfall, and SCRUM artifacts so the exercises mirrored real scenarios. From that, the recommendation was to consolidate onto a unified project structure and a shared resource pool.
Train against Nexans' own work
The program ran four training modules covering project creation, shared resource pool configuration, scheduling, dependencies, milestones, critical paths, and portfolio-level monitoring. Each module was delivered twice across two participant cohorts, for eight interactive sessions in total, with live Q&A and troubleshooting throughout to make the learning stick.
Leave a governance baseline behind
BITSUMMIT provided session recordings, quick guides, reference notes, and sample templates for ongoing use, and introduced a Project Governance Template covering initiation, milestones, resource management, tracking, and closure, walking participants through it to prepare for adoption across teams.
The engagement gave Nexans an immediate, practical lift in project-management maturity. Teams came out able to set up projects, define milestones, manage resources, and present timeline and Gantt views with confidence, and gained working knowledge of shared resource pools and portfolio monitoring, the foundation for planning as one organization rather than as individuals.
Just as important, Nexans now has a governance starter kit that standardizes how projects are run and reduces the reliance on fragmented personal approaches. The sessions also surfaced a clear next step: splitting future training into beginner and intermediate tracks to match the range of skill levels across the teams.
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