Global PMO Implementation
The Situation
VP needed a scalable delivery framework to support global SaaS growth and ensure consistency across client implementations.
The sales pipeline was expanding rapidly but the delivery operations lacked unified oversight, with inconsistent practices across regions and limited capacity to sale efficiently.
The Task
I was tasked with designed and leading the implementation of a global PMO and portfolio delivery structure to align client implementation programmes across three continents.
The Action / Approach
- Led and designed the implementation of a global PMO structure across three continents to support scaling client delivery operations
- Standardised project estimation process and delivery practices across regions to ensure consistency and efficiency
- Introduced sales pipeline linked portfolio forecasting to align resource allocation with upcoming demand
- Built dashboards and Mi reports for leadership visibility and decision making on prioritisation, capacity and risks
- Developed and embedded global delivery governance, supporting scalable and repeatable implementation processes
- Coached region leads and delivery teams on new frameworks to improve execution readiness and reduce variability
The Result
- Improved forecast accuracy and enabled hiring decisions that resolved under-capacity and reduced delivery bottlenecks
- Reduced average project resources allocation time by 30% improving implementation speed without sacrificing quality
- Increased on time and on budget implementations, boosting client satisfaction and retention across key accounts
- Enabled organisation to absorb a growing implementation pipeline without overextending delivery teams
- Enhanced leadership confidence in delivery forecasts and ROI visibility
- Reduced regional delivery variation, creating a stronger foundation for global growth and scaling initiatives
Focus In On: Responsible for Project and Programme Delivery
New Areas of Value:
Increased credibility with and confidence from across the business
Greater financial control and predictability in delivery
Improved project estimation and delivery capability (right first time)
Higher delivery efficiency and effectiveness from clarity around process performance
Higher proportion of projects fit for purpose, on time and on budget
Ability to clearly demonstrate value to the business
Improvements around:
Disruption from business restructure or reprioritisations
Poor project/portfolio pipeline planning and estimation process
Weak project prioritisation, approval, compliance and sponsorship
