How KPIT Cummins Standardised Project Delivery Across the Organisation
“We get routinely asked by our customers to show them how we are able to run our projects so smoothly. We demonstrate Digite to our customers as a showcase example of our project management and process excellence.”
– KPIT Cummins
The challenge
KPIT Cummins runs a large, distributed delivery organisation across multiple business units, multiple geographies, and multiple customer engagement models — fixed-bid, T&M, dedicated centres of excellence. The operational challenge that comes with that scale isn’t running individual projects well; it’s running every project consistently well, regardless of which BU it sits in or which delivery model it follows.
Three things needed to be true at the organisation level:
- Standardised processes — so a project run in one BU looks operationally similar to a project run in another
- Standardised metrics — so leadership can compare like with like, and customers see a consistent quality signal
- Improved estimation accuracy — so commitments to customers are credible and repeatable
Before NimbleWork, these were aspirations. After, they were operating reality.
The solution
KPIT Cummins adopted NimbleWork as the standard project management and process platform across the delivery organisation. The implementation focused on three things:
- Standard process model — captured in the platform as the way work moves, not as a written document nobody references
- Common metrics layer — the same KPIs, defined the same way, computed the same way, across all BUs
- Estimation discipline — calibrated on historical data, applied consistently regardless of which delivery team is doing the estimating.
The outcome
The combination produced something most IT services organisations don’t have: a project delivery model so internally consistent that KPIT Cummins now demonstrates it to their own customers as proof of process maturity.
- Projects across BUs follow the same operational rhythm
- Commitments to customers are more reliable, scope creep is caught earlier.
If different BUs run on different definitions of “done,” different escalation paths, and different metrics, leadership is flying blind across the portfolio.
The KPIT Cummins success story is about turning that operating system into something consistent — and then being confident enough in it to show it to customers as a credibility asset.
Download this case study to learn how we enabled KPIT to achieve organization-wide standardization in processes/ metrics and improved their project estimation accuracy significantly.
