Many companies have good Project Managers and still management does not see the whole portfolio in one format and in time. A project management office solves this, but setting one up requires profiles that are not always worth hiring from day one. We work as the company's PMO, with its projects, its tools and its committee calendar.
Our view
- 01
The PMO serves management and the Project Managers at the same time. If it only asks for reports, it stops receiving reliable information.
- 02
Every figure that reaches management can be verified. What cannot be checked is flagged as such.
- 03
We start with what is essential and grow with the portfolio. An oversized office becomes one more layer of reporting.
What we deliver
We define with the company the office's functions, profiles and size, and run it to the company's calendar.
- The office's functions, profiles and size.
- Monthly consolidation of schedule, cost, risks and progress across the portfolio.
- The portfolio report for management and committee preparation, with follow-up of decisions.
- A monthly review with each Project Manager.
- Portfolio priorities and team workload.
- If the company asks for it, automation of the consolidation and the portfolio report, and artificial intelligence agents that prepare the information for committees.
How we work
- Commitment: depending on the number of projects and how often committees meet.
- Duration: for as long as the company needs it, with the scope reviewed periodically.
- Handover: when the company decides to hire its own PMO lead, we take part in the selection and hand over the office up and running.
- Tools: the company's own. If one is missing, we choose it together.