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SERVICE 12

PMO & Project Support

PMO / Project Office
Keep projects from stalling — by design and by how they're run.
From recovering troubled projects to governing multiple vendors and building internal consensus. We support you on the front line as a PMO that actually understands the technology.
Process
01 Assess current state & map stakeholders
02 Rebuild the plan & design the team
03 Track progress & resolve issues
04 Close out & hand over
Is this you?
We fix the "this project just won't move the way it should"
PAIN 01
The project is going up in flames and you don't know where to start the turnaround
Misalignment with the vendor, scope creep, and schedule slippage all hit at once, and you can't right the ship on your own.
PAIN 02
Multiple vendors are involved and it's unclear who is responsible for what
PAIN 03
You have an internal PM, but they can't lead the technical discussions
We can step in even mid-crisis, when you need to turn things around.
Tell us what's going on →
The SYSTEMI approach
A PMO that understands the technology, supporting you on the front line
Not a PMO that only files reports — we run the technical issues, vendor governance, and executive reporting as one.
01
Assess current state & map stakeholders
We make the plan, actuals, risks, and stakeholder roles visible, and give structure to "what exactly is stuck."
Output
Current-state summary / risk register / stakeholder map
Output
Revised plan / org chart / role assignments / kill criteria
02
Rebuild the plan & design the team
We reset the schedule, team, and scope to something realistic, and agree the kill line in advance.
03
Track progress & resolve issues
We own the weekly progress tracking, risk response, and vendor governance — and on technical issues, we get into the details with you.
Output
Weekly reports / issue tracking / executive reporting
Output / What happens next
Closeout report / handover materials / lessons learned
04
Close out & hand over
We take you through to project close — quality verification, operational handover, and capturing the lessons learned.
What sets us apart
Can one team carry the technical issues, vendor governance, and executive reporting?
PMO work spans a wide range, and it demands both technical understanding and the ability to work with executives.
Large PMO firm Freelance PMO Expanding internal PMO SYSTEMI
Engaging on technical issues △ Needs a specialist △ Down to the individual △ Relies on other teams ○ Engineering background
Vendor governance ○ △ Depends on setup △ Hard given the position ○ Can act as a neutral party
Executive reporting ○ △ ○ ○
Can go all the way to implementation ✕ Out of scope △ ✕ Out of scope ○ We'll build when needed
AI × PMO
Using AI to lighten the PMO's reporting and organizing load
Automated minutes & weekly reports
Claude turns meeting audio into minutes and action lists automatically, cutting down the PMO's manual hours.
A continuously updated risk register
An LLM watches project documents and chat, detects the early signs of new risks, and folds them into the register.
Structured executive reporting
An LLM generates executive-ready summaries from the weekly reports, delivering the information leaders need to decide, concisely.
Related cases
Where we make the difference
A mix of published case studies and model scenarios.
MODEL CASE
FDE in action
Model scenarioCrisis recovery
We joined a troubled core-system overhaul as PMO and technical advisor and turned it around
Where it started
Ongoing misalignment with the vendor had pushed the schedule into serious delay.
What we untangled
Replanning, role redefinition, and an agreed kill line — all the way through.
MODEL CASE
FDE in action
Model scenarioMulti-vendor governance
On a large program with five vendors, we acted as technical PMO to align the issues and govern progress
Where it started
All five vendors were optimizing for themselves, and the whole was falling apart.
What we untangled
Aligning the cross-cutting architecture, sorting out the vendor-to-vendor interfaces, and standardizing weekly progress.
View all cases →
DELIVERABLES
What we produce on the front line
Sample structures of the documents we actually hand over, organized as decision-ready inputs you can take straight into the next phase.
DOCUMENT 01 — Project diagnosis & recovery plan
Project_Recovery_Plan_v1.0.xlsx
Current-state diagnosisA read on the issues across progress, scope, risk, and stakeholders
Revised planSchedule, team, and scope reset to something realistic
Risk registerResponses to both active and latent risks
StakeholdersDecision-makers, communication paths, and expectations
Kill criteriaAn advance agreement on "if we're this far behind, we revisit the decision"
DOCUMENT 02 — Proposed architecture diagram
Example project-delivery framework — plan / progress / reporting
Plan
🗺️
Scope & WBSWork structure
📅
ScheduleMilestones
⚖️
Kill criteriaAgreed in advance
Progress
📊
Issue tracking / Jira / NotionTask tracking
⚠️
Risk registerContinuously updated
Technical issues
ClaudeMinutes & summaries
🛠️
Technical PMOAligning the issues
To executives
📈
Monthly & executive reportingInputs for decisions
To the team
📝
Weekly reportsClearing blockers
* We design reporting at the level of detail each audience needs — executives, the program team, and the implementation team.
* AI automates the minutes and progress summaries, easing the PMO's manual workload.
FAQ
Common questions about PMO & Project Support
Can you join even if the project is already on fire?
Yes — if anything, the turnaround phase is exactly where a PMO adds the most value. In the first two to three weeks we run a diagnosis and put forward a recovery plan, then support you on the front line from there.
If we already have an internal PM, how do you work together?
We design the division of labor with your organization — supporting the internal PM, taking on delegated vendor governance, or running alongside as a technical PMO, depending on what fits.
How long can you stay involved?
We work across the full range, from short-term (three-to-six-month crisis response) to long-term (a year or more across an entire program). We agree the exit up front — "through to closeout," "until your in-house PMO is ready," and so on.
How do you design the weekly and monthly reporting?
We design it at the level of detail each audience needs — executives, the program team, and the implementation team. As in "executives get inputs for decisions, the implementation team gets blockers cleared," we prepare a separate report for each layer.
Related services
FDE / Forward Deployed Engineering →
DX Enablement →
Legacy System Modernization →

If a project is stalling, let's start with a diagnosis.

Tell us where progress stands, who's involved, and what's worrying you. We'll lay out the turnaround options.

Talk to us about PMO (free)