Diagnose, design, deploy, transfer.
Every engagement follows the same four steps, so you know what you will 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.
Outputs: Findings summary and prioritised gap list - Step 2
Design
Set out the PMO operating model, governance forums, decision rights, reporting and registers, sized to the organisation.
Outputs: Operating model, organisation chart, governance calendar, reporting design - Step 3
Deploy
Stand up the PMO, run the first reporting cycles and governance meetings, and fix what does not work in practice.
Outputs: Live registers, first board and steering committee reports, refined processes - Step 4
Transfer
Train and coach the client team so the PMO runs without us, or continues with us in a reduced role.
Outputs: Training sessions, handover pack, ongoing support plan
Sized to each client.
A typical rhythm for a large development. Reports follow the same hierarchy: a one-page board summary, a steering committee pack with the decisions required, and project-level reports underneath. Each level reads from the same data.
| Forum | Frequency | Purpose |
|---|---|---|
| Board | Monthly or quarterly | Strategic direction, major approvals, investment decisions |
| Steering committee | Monthly | Portfolio performance, escalated risks and decisions, change approvals |
| PMO portfolio review | Fortnightly | Cross-project issues, interfaces, schedule and cost trends |
| Project team meetings | Weekly | Progress, actions, risks and coordination with designers and contractors |
Choose how we work with you.
Interim PMO Director or Head of PMO
Organisations that need an experienced leader in place quickly.
Fixed-scope package
A defined outcome, such as a PMO set-up, health check or reporting design, within a set timeframe and fee.
Advisory retainer
Executives and boards that want ongoing independent advice.
Hybrid delivery
Projects outside Australia that need on-site periods combined with remote leadership.
On site when it matters, remote leadership in between.
For projects in the Middle East, we combine scheduled on-site periods with remote leadership from Melbourne. This works because the governance rhythm, registers and reports do not depend on where the PMO lead sits, and because we build a strong local team from the start.
Recognised methods, applied in proportion.
- P3O (Portfolio, Programme and Project Offices) for PMO design
- AIPM portfolio management competencies (Certified Practising Portfolio Executive)
- Project management practice based on PMI standards
- Stage-gate assurance aligned to each client's project lifecycle
| Tool | How we use it |
|---|---|
| Microsoft Project | Hands-on scheduling and programme control |
| Primavera P6 | Reviewing, interpreting and reporting against contractor schedules |
| Power BI | Specifying and directing executive dashboard development |
| Portfolio management systems | Implementing a single source of truth for reporting |
| Aconex | Document management |
| Excel and PowerPoint | Advanced analysis, financial models and executive presentations |
Talk to us about your portfolio
Tell us where control is slipping. We'll tell you what we would look at first.