Seven service lines, one PMO.

The problem

A new project or company starts delivering before anyone owns the schedule, the decisions or the reporting. Designers, contractors and authorities each run their own plan.

What we do

• Define the PMO's mandate, services and boundaries with the executive team
• Design the operating model: roles, reporting lines and interfaces with designers, contractors, sales and finance
• Set up governance forums, meeting cadence, decision rights and escalation paths
• Stand up the core registers: schedule, risks, issues, decisions, actions, changes and deliverables
• Run the first reporting cycles and refine them with the leadership team

Deliverables

• PMO charter
• Operating model
• Organisation chart
• Governance calendar
• Core registers
• First board report

The problem

More projects than money or people, and no agreed way to choose between them.

What we do

• Design selection and prioritisation criteria that weigh financial return, strategic fit, risk and community or customer impact
• Establish a portfolio control group that reviews performance and makes trade-off decisions
• Align the annual planning and budgeting cycle with portfolio decisions
• Link projects to strategic objectives and measurable KPIs

Deliverables

• Prioritisation framework and scoring model
• Portfolio control group
• Annual planning calendar
• Portfolio dashboard

The problem

Projects move from one stage to the next without anyone confirming they are ready, and problems surface only when they are expensive to fix.

What we do

• Design a stage-gate framework matched to the client's lifecycle, from concept through tender, construction and handover
• Run independent health checks and gate reviews
• Facilitate lessons-learned workshops and feed findings back into the framework
• Prepare recovery plans for projects that are off track

Deliverables

• Gate framework and criteria
• Health-check reports
• Lessons-learned register
• Recovery plans

The problem

A developer or landowner relies on designers, contractors and partners, but has no one on its own side tracking the whole development cycle.

What we do

• Act as the owner's representative across master planning, design, approvals, sales, construction and handover
• Track master plan, design and authority approvals, building permits, sales licences, utility connections and title deeds
• Oversee developers, design consultants and contractors against their agreements
• Manage change requests, schedule updates, incentive and payment milestones

Deliverables

• Development master schedule
• Approvals tracker
• Change register
• Developer and contractor performance reports

The problem

The board receives long reports but cannot see what is late, what it will cost, or what it must decide.

What we do

• Build an integrated master schedule and baseline, and track progress against it
• Set up cost, commitment and cash-flow reporting with the finance team
• Design a reporting hierarchy: board, steering committee and project level
• Design executive dashboards and direct their development
• Define a small set of KPIs that show performance and early warnings

Deliverables

• Master schedule
• Cost and cash-flow report
• Risk and issue registers
• Monthly board report
• Executive dashboard

The problem

Contracts that do not match the delivery strategy, and variations and claims that erode margin and time.

What we do

• Advise on delivery and procurement strategy, such as one main contractor or separate packages
• Support tendering, bid evaluation and contract negotiation
• Structure delivery-linked incentives and payment milestones
• Review variations and claims, and set up commercial controls

Deliverables

• Procurement strategy
• Tender evaluation reports
• Commercial controls
• Variation and claims register

The problem

An organisation has grown from one project to many, and each project manager works differently.

What we do

• Assess PMO maturity and benchmark it against recognised portfolio standards
• Prepare a roadmap from a single project PMO to an enterprise PMO
• Standardise the project management framework and reporting
• Train project managers and coach executives on governance and decision-making

Deliverables

• Maturity assessment
• EPMO roadmap
• Project management framework
• Training programme