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Xchanging Case Study

June 6, 2016

Workfront increases visibility across internal IT projects, reduces time in meetings, and transitions the company’s Project Management Office from reactive to proactive.



  • Lack of project uniformity
  • Poor task prioritization and capacity planning
  • High administrative overhead


  • Reduced meeting time from 6 hours to 30 minutes
  • Cut project set up time from 24 hours to seconds
  • Increased visibility into projects and capacity
  • Established a proactive, more mature PMO function

From claims administration to finance to information technology, Xchanging delivers a wide variety of business services to satisfied customers including London Gatwick Airport and Lockton. When the company took a closer look at its internal project management processes, it found room for improvement. Xchanging undertook a large-scale enterprise project management initiative in mid-2014 to establish change management as a core IT competency. Xchanging’s investment in Workfront for its Group Technology and Change (GTC) team catalyzed the initiative, enabling GTC to drive process optimization, increase project visibility, and establish a foundation for capacity planning.

More than 7,000 employees at Xchanging provide technology-enabled business solutions to the global commercial insurance industry. A distributed, shared services team, GTC develops and supports all internal IT systems. Members of the Project Management Office (PMO) ensure GTC follows proper governance, methodology, and compliance processes as it completes large transformation projects to improve business efficiencies.

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