Service · Consulting
Project & Programme Management
Every status report is green. Until just before the deadline.
Planning, steering and reporting projects and programmes against scope, time, budget and quality, in any business area. The result is a delivered project or programme with transparent status and decisions.
Usual
What you often get
Managing dates, writing minutes, collecting status updates: often that's all the project management there is. Decisions get postponed, and risks sit in a list nobody reads. And subject-matter questions land back with your team.
IntoOps
What you get from us
Behind the project lead stand specialists from every business area, from IT to procurement. Status for us means what's done, what's wobbling and what you need to decide. If a project stalls, we say so early instead of keeping the traffic light green.
Service components
7 components. Each one available on its own.
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Managing individual projects, including technical and engineering projects.
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Steering several related projects towards a common goal.
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Prioritising projects and setting up standards, tools and reporting.
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Scrum and Kanban setup, roles and coaching for teams.
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Central steering of large transformation programmes and their benefits.
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Plans, minutes, documentation and coordination for project teams.
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Analysing troubled projects and setting them back on a realistic course.
What you'll have at the end. Results you can check.
- A project plan with scope, milestones, budget and named owners.
- A status report at a fixed rhythm, with open decisions and risks.
- A decision log that shows at any time what was agreed and when.
- A PMO set up with rules for prioritisation, status reporting and approvals.
- For stalled projects: a sober assessment and a realistic new plan.
When you need this. And how you'll know.
- An important project runs on the side, and day-to-day business wins every time.
- The project is over budget and behind schedule, and every report gives different reasons.
- Several projects compete for the same people, and each one counts as urgent.
- A transformation breaks down into many sub-projects, and the big picture gets lost.
- Your team should be agile, but so far that just means more meetings.
Rarely alone. Never bundled.
Project & Programme Management often works together with these services. We'll tell you honestly when a combination makes sense, and when it doesn't.
Shows up in these initiatives.
You don't need a whole initiative to get Project & Programme Management. These examples show where the service is often needed.
- Project We have to change fundamentally.
Good questions. Straight answers.
Do you also lead technical or IT projects?
Yes. We provide project leadership for every business area, including engineering, software rollouts and site projects.
The project lead settles subject-matter questions directly with the right specialists on our side. If clear requirements are missing, business analysis writes them.
Will you take over a project that's already going wrong?
Yes. First comes an honest review: what's done, what's missing and what's realistic. Then you decide whether the project is replanned, scaled down or stopped.
If it's stuck on acceptance rather than technology, we bring in change management.
Do you work agile or traditional?
Both, depending on the project. Software is often better built in an agile way, a site move rarely. Where we introduce Scrum or Kanban, we support your team until the routines are in place.
Could you set up a PMO without managing projects?
Yes. We build the PMO, train the people who will run it and hand it over in good order. We can also keep running it.
Proof first. Contract second.
In the free Initiative Check, we listen for 45 minutes and ask the questions that usually only come up after the contract is signed. Then you get a short written assessment: what we see, how we would go about it and roughly what it would take.
No obligation. And if we're not the right fit, we'll tell you.
Or write to us at hello@intoops.com.