Project & Program Management

Project Planning & Initiation

We help organizations set projects up for success before work even begins. Project planning and initiation starts by clarifying the “why”: business objectives, success metrics, constraints, and key risks.

We then define scope, deliverables, milestones, and assumptions in a way that is understandable to both executives and delivery teams. This includes building realistic timelines, resourcing plans, and budgets, as well as identifying dependencies on other projects, vendors, or internal teams. We establish governance early. For instance, who decides what, how issues are escalated, and how changes will be handled. The result is a clear, agreed foundation for the project that reduces ambiguity and rework later.

Instead of jumping straight into execution, stakeholders gain a shared understanding of what “done” looks like and what it will take to get there.

Program & Portfolio Governance (PMO)

We design and run program and portfolio governance structures that create transparency and discipline without unnecessary bureaucracy. Our work starts with understanding your strategic priorities and current initiative landscape, such as, what’s in-flight, what’s planned, and where resources are stretched.

We help you establish or refine a Project Management Office (PMO) or equivalent mechanism with clear roles, forums, and decision rights. This includes defining standards for project charters, status reporting, risk logs, and approvals, as well as routines for portfolio reviews and prioritization. We also help design simple metrics and dashboards so leadership can see where attention is needed and make trade-offs across initiatives.

The outcome is a governance layer that keeps projects aligned to strategy, manages interdependencies, and ensures limited capacity is applied to the work that matters most.

Delivery Management & Execution Control

We provide structure and oversight to keep complex initiatives moving from plan to delivery. Delivery management and execution control focuses on day-to-day coordination, ensuring teams are working against the right priorities and that issues are surfaced early. We help design and run cadence routines—standups, working sessions, and steering committees—supported by practical tools for tracking tasks, milestones, scope, and quality. When delivery risks emerge, we facilitate scenario planning, impact analysis, and recovery actions. Our approach is methodology-agnostic: we work within agile, hybrid, or traditional frameworks, choosing the level of structure appropriate for your culture and context. The goal is predictable execution: meeting commitments where possible, quickly resetting expectations where needed, and maintaining trust with stakeholders throughout the journey.

Risk, Issue & Dependency Management

We help organizations anticipate and manage the uncertainties that derail projects and programs. This service begins with establishing a common language and simple processes for identifying, logging, and evaluating risks, issues, and dependencies across initiatives. We then design practical routines for mitigation planning, owner assignment, and escalation—so risks are not just documented, but actively managed. We also support dependency mapping, especially in environments where multiple projects share systems, teams, or vendors. This includes cross-project forums to resolve conflicts and align timelines. Reporting is kept focused on what truly needs attention from leadership. The result is a delivery environment where fewer problems are “surprises,” and where teams have a structured way to respond when challenges do arise.

Stakeholder Engagement & Change Enablement

We support the people side of projects and programs so that changes are understood, accepted, and adopted. Our work starts by identifying key stakeholder groups—executives, managers, frontline teams, customers, partners—and understanding how each will be impacted. We then develop targeted engagement and communication plans that are honest, clear, and aligned with the project’s stage and risks. This can include change impact assessments, leadership briefings, town halls, training materials, and feedback mechanisms. We also help equip sponsors and managers with talking points and tools so they can champion the change effectively. Rather than treating change as an afterthought, we integrate it into the project plan from the start. The outcome is smoother adoption, fewer surprises, and a higher likelihood that new processes, systems, and behaviors stick.

Benefits Realization & Post-Implementation Support

We help ensure that projects and programs deliver the value they were justified on—not just go live on time. Benefits realization and post-implementation support begin by defining expected outcomes early: financial gains, risk reduction, customer improvements, or efficiency targets. We then tie these benefits to measurable indicators and embed them into plans and reporting. After delivery, we support hypercare, stabilization, and lessons learned, tracking whether benefits are actually being realized and why. Where gaps appear, we help adjust processes, refine training, or tweak technology to close them. We can also help design reusable playbooks and templates so future initiatives start from a stronger baseline. The result is a shift from “project complete” to “value delivered,” with clearer accountability for benefits over time.

Implementation Approach

Effective project and program management starts with aligning work to strategy and making responsibilities explicit. The focus is on creating just enough structure to deliver reliably, without slowing the organization down.

Phase 1: Align & Frame the Work

• Clarify strategic goals, desired outcomes, and constraints for key initiatives

• Define scope, success metrics, and high-level timelines for projects and programs

• Map current initiatives, capacity, and major dependencies across teams and systems

• Identify sponsors, stakeholders, and delivery leads for each major workstream

This phase produces a shared view of what needs to be delivered, why it matters, and who is accountable.

Phase 2: Design Governance, Plans & Ways of Working

• Establish governance structures (PMO, steering committees, working groups) with clear decision rights

• Build practical project and program plans covering milestones, resources, budget, and risks

• Standardize lightweight tools and templates for status reporting, risk logs, and change control

• Define working cadences (standups, check-ins, steering meetings) and communication channels

The roadmap is realistic and phased—focusing first on stabilizing critical projects and creating visibility, then on maturing portfolio management and cross-initiative coordination.

Phase 3: Execute, Govern & Improve

• Run projects and programs against agreed plans, updating as assumptions change

• Actively manage risks, issues, and dependencies through regular review and escalation

• Engage stakeholders and support change adoption through targeted communication and training

• Track progress and benefits against metrics, adjust plans, and capture lessons learned

Over time, the approach evolves from “project rescue” to a repeatable delivery system: clear ownership, consistent practices, and a portfolio view that helps leadership decide what to start, stop, or accelerate. The aim is not just to complete projects, but to build a sustained capability to deliver change, reliably, across the organization.

Their thorough approach to risk management gave us confidence in our financial reporting and internal controls.

New York

Thanks to their detailed evaluations, we identified key areas to strengthen our accounting processes effectively.

Chicago