impact+ → Our Practice → PMO & Governance
Practice 07PMO & Governance
A project management office should be an early warning function. Most are a reporting one.
By the time it reaches the steering committee it is history.
Status arrives two weeks late, rounded upward at every level it passed through, and describes a situation that has already moved.
We rebuild the function so status is drawn from delivery evidence rather than from self-reported percentages, and so a risk surfaces when it emerges rather than when somebody is willing to write it down.
Where the client also wants the systems layer automated, that is delivered with AI+ — but the governance design comes first and is ours.
Six services.
Innovation and project management certification is delivered through skills+ as a GInI Accredited Delivery Partner.
PMO design and set-up
Mandate, operating model, methodology and the authority the function needs to be worth having.
PMO as a managed service
We run it, with a defined route to handing it to a client team we have trained.
Portfolio governance
Prioritisation, stage gates, resource allocation and the discipline to stop a project.
Delivery assurance
Independent health checks and recovery planning for programmes that are not going to land.
Benefits realisation
What the programme was approved to deliver, measured against what it has delivered.
Capability building
Project and programme management capability inside the client, with accredited pathways through skills+.
How old is the number in your last board pack?
Start with the Diagnostic.
Ninety minutes with a senior partner on the problem itself, and a three-page written brief within five working days. Never sold, never invoiced, yours to keep.
