Industry studies show that roughly 90% of projects miss their targets, and most of that miss traces back to inadequate project management. Our Portfolio and Project Management practice puts the governance anchors in place so the right projects ship, on time, and deliver the business benefits they were funded for.
Where we focus
We help leadership teams prioritize the project portfolio based on business strategy and economic measures — then give the PMO the structure and standards to deliver against it without losing the strategic perspective in the daily detail.
What a typical engagement covers
- Project Portfolio Management — identify, prioritize, and approve projects based on business strategy and economic measures.
- PMO implementation using PMBOK best practices, right-sized to the scale of the organization.
- Project Maturity Assessment measuring maturity across nine Key Process Areas and five PMBOK Process Groups.
- M&A Program Management with comprehensive integration roadmaps.
- Project Performance Assessments at key milestones and tollgates.
- PMIS design and evaluation — selecting and deploying the information system that fits the PMO.
- Repeatable process and metrics so performance becomes measurable and improvement becomes possible.
Our approach
We use proven workshop techniques to right-size the project environment to the organization. PMOs directly engage senior business management in prioritization decisions, which strengthens the business–IT partnership and keeps the portfolio tied to enterprise strategy.
When it's a good fit
Companies that have grown faster than their PMO, have an enterprise-scale program in flight, or are integrating post-acquisition and need a structured way to prioritize and deliver the work.
