Program & project management
We stand up program offices, and we run them.
Governance, portfolio oversight, risk and compliance — the operating discipline that keeps a large program transparent to its sponsors and its oversight bodies.
What we do
PMO stand-up
Charter, decision rights, operating cadence, tooling, staffing model and the initial artifact set.
PMO maturation
Assess an existing office against what its sponsor actually needs, then simplify and standardize it.
Program & project management
Embedded PMP-credentialed managers running schedule, scope, cost, risk and vendor performance.
Portfolio oversight
Comparable health reporting across a portfolio, and dashboards a sponsor can take into an oversight review.
Risk & compliance
Risk and issue management, audit readiness, and the evidence trail that makes audit season uneventful.
O&M governance
The policies and procedures that govern an operations and maintenance organization — change control, service governance, software enhancements and technical upgrades.
Governance
Governance should make an organization faster, not more careful.
Most people meet governance as a form — a template, an approval chain, a weekly meeting where the template is discussed. Nothing goes faster and nothing gets safer.
Good governance does the opposite. We build decision rights, change control, standard operating procedures and performance measures that settle in advance who decides what, on what evidence, by when — then we simplify them until people use them without being chased.
Thirteen years running a federal enterprise PMO
We built the program management office for the NIH Business System from the ground up under the HHS Enterprise Performance Life Cycle framework, providing full life cycle project management governance to the projects that upgraded NBS and implementing the policies and procedures governing the operations and maintenance organization behind it. We were awarded three additional contract years for performance.