PROJECT MANAGEMENT programme management Portfolio Management PMO MANAGEMENT

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Technology in the project world

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Risk management is not updating a spreadsheet! Without continous, detailed risk management there is a good chance your project will deliver late and go over budget.

Let our advanced worrying become advance thinking and planningWinston Churchill

Project Managers are the most creative pros in the world; we have to figure out everything that could go wrong, before it does!

Fredrick Haren

The key functions of a 


Portfolio Reporting

High quality Portfolio level reporting on the following; Risk to Portfolio Portfolio Dependencies Position Portfolio Financial Position Portfolio Demand Position Portfolio Operational Maturity Overall Change Management Maturity Portfolio Code Quality/ Coding Maturity

Ways of Working

Continuous review of how ‘the business does change’ Co-ordination of continued rollout & evolution of Agile working/ project methodologies Identification & implementation of improvement measures Working with PMO, line Managers & Resource Manager to agree and rollout framework standard ways of working

Portfolio Finances

Management of Portfolio finances relating to all Roadmap deliverables Reporting of Financial position to PMO to incorporate into wider business finances Financial foercasting and financial risk management at a Portfolio level

Portfolio Dependency Management

Detailed dependency management across the Portfolio Consolidation and assessment of individual project dependencies against the Portfolio Working with PMO to create and deploy dependency management tools and models High quality Portfolio dependency reporting

Portfolio Risk Management

Detailed risk management across the Portfolio Consolidation and assessment of individual project risk against the Portfolio Working with PMO to create and deploy risk management tools and models High quality Portfolio risk reporting

Strategic Planning & Demand

Review ,accept and manage demand coming into business Analyse Demand against Roadmap, resource availability & skill level, operational and product maturity Manage and update Project/ Feature Roadmaps against incoming demand Communicate/ Report on overall Demand coming into business Manage Tribe / Scrum Team set up/ expansion/ reduction against Demand

Portfolio Planning

Production and Management of Portfolio Delivery Plan (rolls up/ down to Roadmap) Alignment of all Change activities across business up to Portfolio Level

Portfolio Resource Management

Resource demand analysis against Portfolio Demand and Portfolio Delivery Plan Input of Resource position into Portfolio Delivery Plan Portfolio Resource skills assessment and improvement Input into Portfolio Risk Management from a Resource perspective


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IN BRIEF: Is it really hard to find the ‘A’ rated candidates in this highly competitive market?  Could this be because the ‘A’ rated candidates normally get placed through recommendations and word of mouth and therefore are rarely seen ‘doing the rounds’? THE MAIN DISCUSSION: At the time of writing this article there is certainly…

Is there a role for PMO in Agile?

Some people will say it is not necessary, others will say it is critical, but it really depends on the scale of the project/programme as to how much programme support a PMO could offer. If you are using Scrum and running a small team you may have the right people to make the right decisions…

Is there a need for a PM in agile

Which role within an Agile delivery model carries out the following activities? Managing budget Forecasting and tracking actuals and variance Managing stakeholders for things not relating directly to scope Managing relationship with third parties Tracking and managing internal & external dependencies Managing business readiness activities including internal & external communications/ training needs analysis and implementation/…

Staying ahead in the project world

We can advise on how to stay ahead in an ever changing world. 

  • Voice is coming – are you using it? Are you ready for how this will change day to day project activities over the next few years?
  • Are you building a personal or company online brand to grow respect and influence in the project world? If not there is a good chance you will be left behind!
  • Are you altering the focus of how you manage projects to allow for fluid methodologies and automation?