With the oar firmly in your hand,
you can master the rapids.
With the oar firmly in your hand,
you can master the rapids.

Setup and operation of project management offices (PMO) and project offices (PO)

"Those who can get a project off to the right start will also be able to bring it to a successful conclusion."

Commercially successful project management (PM) requires people of all types: visionaries, strategists, planners and implementers. Various contributors at different levels work hand in hand so that centrally developed PM measures can be firmly established throughout the company as a whole.

As a service provider in operational project management, we supply setup, support and operation of project management offices (PMO) at the divisional and corporate level as well as project offices (PO) at the individual project and program level.

We work with you to determine the requirements of your central PMO, adapt it to your company’s specific needs and jointly develop the services you want to make available to management and projects. At the operational level we support your project offices in efficiently executing specific tasks during all phases of a project. This is what turns strategy into the kind of dynamic PM methodology that provides benefits at every level.

More on objectives, approaches and benefits:

  • Project management offices (PMO): support at divisional and corporate level


    Operating as a permanent organizational unit, the PMO develops an uniform PM methodology within a company or a division and is responsible for its implementation and ongoing development. Depending on the actual focus of the PMO, it may also assume responsibility for project portfolio management and delegates PM experts to serve as project leaders or project office staff on individual projects.

    Our Approach:

    • Review of the current situation and the requirements on a central PMO
    • Definition of PMO services and organizational structure solutions
    • Development of a pilot concept for prioritized services
    • Conduction of the pilot stage as well as rollout preparation and implementation
    • Ongoing change management support during all phases


    • Feasible and pragmatic PMO services through the application of proven methods, processes and tools at the individual and multi-project level
    • Fast and effective implementation within the company – for instance through combination with PO services
    • High levels of acceptance and widespread commitment of all participants through early involvement and consent of those affected
  • Project offices (PO): support at the individual and multi-project level


    The project office is established for an individual project or program and provides numerous services as the "strong right hand" to program-/project management. It ensures compliance with PM processes while raising productivity of key resources by easing the burdens on project management and carrying out administrative tasks.

    PO-Services during the Design/Rough-Planning Phase:

    As part of initializing a project, we set up – jointly with the project's key players – a taskforce executing rough planning with primary focus on defining objectives. The results of the design phase include:

    • A clear and detailed description of the project, with objectives, risks and key players
    • Identified interfaces with other projects
    • Project structure plan and organizational chart
    • Rough planning of costs, tasks and schedules


    • Selection of projects on an economically reasonable basis.
    • Objectives are clearly defined.
    • Project success can be measured accurately.

    PO Services during the Detailed Planning Phase:

    During the detailed planning phase we set up a core team composed of all project key players and essential stakeholders. This team develops a detailed description of sub-projects and work packages. The results of detailed planning include:

    • Detailed definition of requirements
    • Detailed deadline and activities plan
    • Expense and resources plan
    • Communication plan
    • Quality assurance and documentation plan


    • A valid basis for decision making in terms of implementation
    • A realistic planning with precise target figures
    • A quick start through the use of proven processes and tools

    PO-Services during Implementation:

    Implementation begins at the conclusion of the detailed planning phase. Along with defining the project infrastructure, our project managers also specify a reporting process. The following tasks are part of operational project controlling:

    • A status survey (current data and projections)
    • Establishment of an early-warning system with significant key performance indicators
    • Development of control mechanisms
    • QA and documentation of project results
    • Final project reports and lessons learned


    • Transparent project status and informative project reports
    • Timely information about deviations from targets and definition of control measures
    • Efficient execution of ongoing project processes
    • Reduction of administrative effort