Project management consulting
Project management consulting that produces results in daily practice
A project does not succeed just because the method looks right on paper. Goals, roles and decision points have to be clear in the daily work, even when several projects compete for the same attention and capacity.
As project management consultants we help you build frameworks that actually work. We tailor the method to your projects, your culture and the capacity you have.
You may need to build a shared project culture from the ground up, get visibility of your portfolio, set up a PMO, or find an experienced project manager for a critical project. We step in where the current way of working is no longer enough.
01 · Development
Project management development
If the same word means something different to the project leader, the specialist area and the leadership, it is easy to talk past each other from the start. When each project also brings its own templates, decision points and ways of working, success depends too heavily on individual habits.
We establish a shared framework: we clarify what you call a project, who is responsible for what, how decisions are made, and what information is needed to move forward. We can also develop traditional, agile or hybrid methods that are already in use.
What we work on
- Building a company-specific project management methodology with a traditional, agile or hybrid approach
- Assessing project management maturity
- Clarifying roles, goals and decision forums
- Introducing agile project management practices
02 · Portfolio
Project portfolio management
Five projects can still be followed in your head. At fifty it is much harder to see which initiative uses how much capacity, how it connects to strategy, and where resource needs collide.
Project portfolio management gives a shared decision-making framework for that. It becomes clearer which projects to prioritise, where resources conflict, and which risks touch several projects at once. Leadership can then make better-informed decisions about where to put the next person, budget and management attention.
What we work on
- Introducing a project portfolio management system
- Portfolio-level resource allocation and risk management
- Aligning projects with company strategy
- Setting up regular portfolio review and decision forums
03 · PMO
Setting up a PMO
As more projects run in parallel, the overall picture gets harder to see. Project leaders may work with different methods, several projects count on the same people, and information does not always reach leadership in the same form.
A well-designed PMO (project management office) provides a shared framework, supports project managers and makes the whole portfolio easier to see. We help you decide what kind of PMO fits your organisation, which tasks are worth centralising, and where project teams should keep their autonomy.
What we work on
- Setting up a PMO, a project management office
- Unifying project management processes and tools
- Professional support and coordination for project managers
- Introducing portfolio-management IT tools
04 · Interim PM
Interim project management
A specialised project can easily need experience or capacity that is not available in-house. Bringing in an experienced project manager quickly can save a lot of time and uncertainty.
Our expert joins the project, takes responsibility for running the project, and works on delivery as part of the internal team. When the assignment ends, we hand over the project together with the experience gained and the way of working that was built.
What we work on
- Taking over priority projects, or projects that need specialist expertise, as an interim project manager
- Providing temporary project management capacity for organisations whose own project managers are stretched
- Independent project oversight and risk assessment
- Transferring knowledge to the internal project team
05 · Quality assurance
Project quality assurance
A deadline and a budget do not, by themselves, show whether a project succeeded. The quality of the result matters, and so does how much replanning, firefighting or misunderstanding it took for the team to get there.
We look at project quality from two sides: whether the result is good enough, and whether the project management itself is of good quality. For a project that is starting or already running, we can assess where the biggest risks are and which checkpoints are worth using.
What we work on
- Quality reviews of projects already under way
- Setting up quality assurance frameworks for projects that are about to start
- Assessing the quality of project management deliverables, such as plans, specifications and communication
- Handling the quality of the result and of the project management process together
How we work
Situation assessment
We look at how projects work now, where they regularly get stuck, and which problem actually needs solving.
Shaping it together
We build the methodology, PMO, portfolio management or quality assurance framework to suit how your organisation works.
Embedding and handover
We also support the launch, refine how it works and stay until the new frameworks can be used independently.
Lead consultant
Csongor Almássy
Richard Simon
