Large portfolios a board can steer.
Wanli Works builds project management offices for developers, infrastructure owners and public organisations. We give boards control over cost, time, approvals and delivery, with reports that end in a decision.
Approve the re-baselined Phase 2 programme and release the utilities enabling package.
| Authority approvals | 4 of 6 on track |
| Utilities readiness | Late start |
| Sales licence | Issued |
| Cost to complete | Within budget |
Figures describe the experience our team brings from owner, consultant and contractor roles. They are not Wanli Works client engagements.
Most large projects slip between stages, not in one event.
Decision rights are unclear. Approvals have no owner. Schedules drift. Cost is reported too late, and reports describe a problem instead of forcing a decision. That is where our work starts.
PMO set-up and operation
A working PMO matched to the organisation's size and maturity.
Portfolio governance and prioritisation
Investment going to the projects that matter most.
Project assurance and stage gates
Problems found before they become expensive.
Owner-side development management
Control of the full development cycle for real estate owners and developers.
Project controls and executive reporting
Reports that drive decisions at board level.
Commercial and contract management
Contracts that protect margin and programme.
Enterprise PMO maturity and capability
A PMO that grows with the business.
Need a defined outcome?
Six fixed-scope offers, from a PMO Health Check to an Interim PMO Director.
View packaged offersWe have worked for the owner, the contractor and the commercial team.
Between us, we have governed a national housing programme for the owner, founded and run a contracting company, led commercial growth at a fit-out contractor, assessed government school capital projects, and managed client-side projects, design, tendering and contract administration in the Gulf and Australia.
- Decisions over documentsEvery report we design ends with a decision or an action, with an owner and a date.
- Proportionate governanceControls are sized to the value and risk of the project, so governance never becomes the bottleneck.
- One version of the truthSchedule, cost, risk and approvals data are kept in one place and reported once.
- Early warningWe look for slippage in leading indicators (approvals, design decisions, procurement) before it shows in cost or programme.
- Capability that staysWe build the client's team so the PMO keeps running after we step back.
Four steps, so you know what you get and when.
- Step 1
Diagnose
Review the portfolio, stakeholders, contracts, schedules and current controls. Interview executives and project leads. Identify the gaps that put cost, time or approvals at risk.
- Step 2
Design
Set out the PMO operating model, governance forums, decision rights, reporting and registers, sized to the organisation.
- Step 3
Deploy
Stand up the PMO, run the first reporting cycles and governance meetings, and fix what does not work in practice.
- Step 4
Transfer
Train and coach the client team so the PMO runs without us, or continues with us in a reduced role.
Australia, Saudi Arabia and the Gulf, and Syria.
We work in Arabic and English. For projects in the Middle East, we combine scheduled on-site periods with remote leadership from Melbourne.
Real estate development
Government housing and public–private partnerships
Transport and capital infrastructure
Local government capital works
Talk to us about your portfolio
Tell us where control is slipping. We'll tell you what we would look at first.