Client story

Global internet services company creates central team to tackle CRE tech

"Big 4" company worked with JLL to create program management office to manage project timelines and dependencies


This American-based multinational technology company specializes in internet-related services and products, which include online advertising technologies, search engine, cloud computing, software, and hardware. It is one of the “Big Four” technology companies and services users all over the globe.


The organization was undertaking a complex web of related corporate real estate (CRE) technology initiatives but lacked a centralized team to manage all components. Additionally, they lacked methodology for prioritizing projects, as well as a standardized implementation process to help ensure alignment with business outcomes. While the organization regularly implements new CRE technologies and its technology rollouts are technically successful, they knew they needed to increase user acceptance and adoption to optimize return on investment (ROI) for their new systems.

The organization recognized that a change management strategy could help address the challenges they faced but lacked the internal skillset to put into place the processes and programs that aligned with their current technology projects. It was important to address this need swiftly, as they were in the middle of an IBM TRIRIGA implementation, an IWMS solution, and needed strong user adoption for the project to be considered successful.


Having previously partnered with JLL on several projects, including occupancy planning and space utilization, as well as the current IBM TRIRIGA implementation, CRE leadership trusted JLL to implement programs and processes that would not only improve operations, but also support the core culture.  With this trust established, the JLL Strategic Transformation Management team arrived to develop a technology transformation roadmap that would serve as the foundation for technology projects moving forward.  As we worked together to assess the current state and create an inventory of current projects, we realized that a centralized program management office (PMO) was needed to manage the many project timelines and dependencies.

To address the previously mentioned challenges surrounding change management, user adoption, and ROI, JLL proposed a program team to speed up the technology transformation. This team, which included an overall program manager, business analyst, and change management lead, among others, managed and implemented the “soft” non-technical aspects of IBM TRIRIGA.

Key deliverables for this engagement included:

  • SWOT analysis
  • Organizational structure recommendations
  • Documentation of opportunities and gaps with recommendations for next steps
  • Detailed business process documentation
  • Fully resourced PMO


The organization has established a PMO to manage its portfolio of CRE technology projects. JLL recommended the PMO structure and is leading the function. Together, we established a standard process for work intake, governance and reporting, along with standard documents and record-keeping for all CRE technology projects. We also helped build a communications and change management program as initiatives were implemented.

Key facts and figures

  • Geographies: Global
  • Revenue: 136 Billion US
  • Employees: >98,700
  • Customers: >500M
  • Client relationship: Since 2013


  • Recommended PMO structure
  • Supported resolution of major roadblocks
  • Established standard processes, governance, and reporting
  • Built communication and change management program
  • Detailed business process documentation

Scope of services

  • Current state and future priorities assessment
  • Business process mapping and analysis
  • Resourcing review and recommendations
  • Oversight of total CRE technology portfolio