Portfolio governance, PMO discipline, and the calls to make when programmes start to drift. We come in on programmes that have to land. And on the ones that already missed the date.
Status reports green until they aren't. Comprehensive risk lists. Nobody with authority to kill a workstream. Dependencies between programmes unowned. We bring the discipline.
PPM models, investment control, executive reporting.
Enough discipline to land, not enough to drown.
Diagnostic + 90-day recovery on programmes that have lost confidence.
Agile, traditional, or bi-modal. Whichever fits the work.
When most delivery is being done by external parties.
The operational programme behind a transaction.
What's actually in flight. Who's accountable. What's at risk. Where the dependencies live. Executive view vs. ground truth.
PMO structure, RACI, ceremonies, reporting cadence, governance gates. Lightweight enough to be adopted.
Run the PMO live for one full reporting cycle. Adjust based on what survived contact with the organisation.
Operate the PMO alongside your team while you hire or develop the permanent leader.
About 25% of the time the recommendation is to stop the programme. The diagnostic itself saves more than the next year of run rate.
State of the programme, real reasons for slippage, salvageable scope, recovery cost vs. stop cost. One honest conversation, in writing, to executive sponsor and board.
Reset scope, recommit a date, hold the line. Senior interim programme leadership where required. Visible weekly progress to executive committee.
Global ERP, TMS integration, business continuity maintained throughout.
10,000-unit build from brownfield, delivered 48% under initial budget through redesign and renegotiation.
Through DevOps and continuous delivery rollout.
Achieved via ITIL-based service management discipline.
Via Agile/DevOps adoption in a 24/7 logistics business.
Financial reporting cycle compressed through system integration in a global trading and manufacturing group.
We're a senior CIO running it, not a graduate analyst with a template. The output is one programme that lands, not a PMO that produces 40 status reports a week.
Yes. The recommendation to stop is part of the engagement value, not a failure of it. About a quarter of rescue diagnostics end with "stop the programme".
Whichever fits the work. ERP migrations are mostly waterfall. Product builds are mostly agile. Bi-modal organisations need both.
No. We bring senior delivery leadership and the operating model. Your delivery team, internal or partner, does the work. That's why the discipline carries on.
Or one that has to land and you can't afford to be wrong. Bring it.