Consulting PMO
Building, running and developing a project management office: standards, reporting and governance that people actually use day to day.
A PMO is only as good as the decisions it enables
Many PMOs collect data without a decision ever coming out of it. We build PMOs from the decision need backwards: few clearly defined metrics, fixed cycles and owners who can speak to their numbers.
What you get
Reporting that makes steering committees able to decide instead of merely informed.
Consistent standards for planning, change and risk management across all sub-projects.
Clear roles and escalation paths: documented, trained and proven in day-to-day operation.
A PMO your organisation can keep running on its own after the handover.
Typical starting points
We usually join when several sub-projects run in parallel and nobody can say which overall status is valid. Just as common is a PMO that exists but is experienced as a reporting obligation rather than as support.
From assessment to steady state
Assessment
We check processes, roles, tools and reports against the project’s actual need for control.
Target picture
We define metrics, cycles and responsibilities, deliberately lean and aimed at decisions.
Build-up
We set up standards, templates and tools and train the roles involved in the new routine.
Operation & handover
We help run the PMO for a defined period and then hand it over to your organisation in full.
Frequently asked questions about PMO consulting
What makes a PMO built by CEPT different?
We build the PMO from the decision need backwards: first we establish which questions the steering committee and project management want answered, then metrics, reports and tools follow. That keeps the reporting effort low and acceptance in the sub-projects high. We only use standard templates where they fit that logic.
Does CEPT also run the PMO?
Yes, for a defined period: we fill PMO roles temporarily to settle the routine and then hand over to your organisation. We deliberately do not offer permanent outsourcing, because the ability to steer should stay with the project owner. Training and support through the first reporting cycles are part of every handover.
How large does a project need to be for its own PMO?
A dedicated PMO becomes worthwhile from roughly three parallel sub-projects or an investment volume in the mid double-digit millions. Below that, clearly organised project controls without a separate unit are usually enough. The number of interfaces matters more than the sheer size of the project.
Building or overhauling a PMO?
We look at your project organisation and propose a set-up that matches the need for control.