Establishing, maturing and running PMOs. Portfolio governance and prioritisation that executives trust and act on, built on 20+ years inside large tech organisations.
A sample of engagements within PMO and portfolio management. Client names are shared in conversation where confidentiality allows.
Situation: Untransparent project portfolio in a 3,000-person tech organisation with 20+ concurrent projects and no shared view of status, spend or dependencies.
Action: Designed the PMO operating model, set up governance and daily operations, and introduced a single portfolio reporting cadence to the executive committee.
Result: Portfolio transparency in 90 days, 7 zombie projects stopped, and governance adopted group-wide.
Situation: Uneven maturity of team members' performance in PM department, scattered governance structure, lack of coordination with rest of organisation.
Action: Designed and implemented the stage-gate model for project planning, tracking and delivery. Set up regular reporting model to executive team which facilitated CxO decisions and prioritisation on projects.
Result: A funded, prioritised and sequenced portfolio the executive team signed off in one meeting instead of five.
Situation: A PMO working incoherently and with little progress, producing monthly status reports that no one acted on.
Action: Cut reporting to one page per initiative, tied every metric to a decision owner, and coached the PMO staff.
Result: Executive meeting time on status halved, transparency of issue status and escalations resolved faster.
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