Project Management & PMO

We start with Sprint 0 and a value proposition workshop to align executives, sponsors, and leaders, defining traceability Need → Service → Output → Outcome and a clear mandate focused on measurable results. Then we implement a minimum viable PMO and a real-time 360° Dashboard to manage the portfolio with consistent criteria: status, variances, risks, dependencies, and accountable decisions—providing useful visibility for Leadership and Finance.

With standardized processes and sustained follow-up, delays and rework can be reduced, cycles shortened, and benefits realization strengthened. In nine weeks, the foundation is operational; impact is validated against an agreed baseline and the real level of adoption.

When a project is “in the red,” what’s missing is usually control (risks, decisions, and changes), not effort. A certified senior team steps in to restore governance, focus, and predictability—without bureaucracy.

In five days, we assess actual status vs. plan, critical risks/issues, dependencies, and accountable decisions, and define a Recovery Plan (priorities, critical path, and change control) so the sponsor can decide with evidence.

The intervention adapts to urgency and maturity (advisory, directive, or control role) and relies on a 360° Dashboard with daily/weekly tracking to turn uncertainty into an execution system that sustains delivery. In 4–12 weeks, we stabilize baselines, decision flow, change control, and executive/operational reporting—measuring schedule/cost impact against a baseline and real adoption, without promising percentages without prior validation.

Without talent and consistent governance, strategy stalls due to the lack of a sustained execution system. PMO as a Service provides a remote senior team that aligns the portfolio to the business, sets priorities, and supports evidence-based decisions—without adding internal headcount.

We start with Sprint 0 to define objectives, prioritization criteria, owners, and a baseline; establish traceability Need → Service → Output → Outcome; and agree SLAs (cadence, responsiveness, escalation, and “definition of done”), ensuring the PMO is a business partner—not a “report police.”

We operate continuously with a 360° Dashboard (executive views and drill-down by initiative), maintaining governance cadence and managing risks, dependencies, decisions, and change control, with reports ready for C-levels and the Board (actual status, variances, pending decisions, and actions). This enables investment visibility and data-driven prioritization; improvements in on-time delivery and budget accuracy are validated case by case against the baseline, real adoption, and delegated authority.