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PMO and portfolio management
A PMO makes sense once there are more projects than one person can hold in their head. Before that it is paperwork — and we will say so. We set up and run PMOs in Belgrade and across Serbia.
PMO consultant for programmes in Belgrade and Serbia
We set up a project management office that people actually use: a single view of status, agreed priorities, a defined escalation path and decisions made on time. Also available as an interim PMO.
What you have at the end
- PMO charter: mandate, roles, decision rights
- Portfolio register with prioritisation scoring
- Cross-project resource plan
- One reporting template and KPIs tied to management decisions
How we work
How PMO consulting starts
Working back from the decision.
We start from the decisions management must take, then define the charter, the portfolio register and a single reporting template. The first report is issued in the first month, not the third. It is written for the steering committee: KPIs and key success factors per project, one template, one rhythm — and nothing collected that is never read.
The first step is normally a delivery assessment: two to three weeks, fixed scope and fixed price, with written findings. Only then do we agree further work, if any is needed. See Engagement models.
Frequently asked questions about PMO set-up
What is a PMO and when does a company need one?
A PMO (project management office) is the function that keeps the overview of all projects — status, priorities, people and risks. A company usually needs one once the number of parallel projects passes the point where management can no longer track them individually, typically somewhere between five and ten.
How long does a PMO set-up take?
The basic set-up — methodology, templates, reporting rhythm — usually two to three months. Making it actually work takes another one or two quarters, which is why we often run it on an interim basis until someone of your own takes over.
Does a PMO slow projects down?
A bad one does — when it demands reports nobody reads. So we start from the decisions management has to take, and work backwards to what needs to be collected at all.
Does your programme look like this? Get in touch or call +381 63 275 615.
Related services
Which decisions does your reporting leave management unable to take?
The first step is an assessment: two to three weeks, fixed scope and fixed price. You receive written findings: what is collected, what is actually read, and what is missing before a decision can be taken.