Enterprise, IT & Consulting
Project & Program Management
Delivery leadership for complex, multi-vendor engineering programmes — the people who keep scope, schedule, risk and stakeholders honest with each other.
Overview
Someone accountable for the whole picture
Part of our Enterprise Solutions, IT & Consulting practice.
Technical work rarely fails in isolation. It fails when a dependency was never tracked, when a supplier slipped quietly, or when three teams each assumed another owned an interface.
Our project and programme managers come from engineering backgrounds, so they can read a schedule and challenge the estimate behind it — which is the only kind of project management that helps.
Capabilities
What we deliver
Project & programme management
End-to-end delivery ownership: scope, plan, budget, risk, dependencies and reporting across internal teams and suppliers.
PMO setup
Governance model, stage gates, templates, reporting cadence, resource and capacity planning, and portfolio dashboards.
Agile delivery
Scrum and Kanban coaching, SAFe for multi-team programmes, backlog and release-train management, and metrics that are used rather than admired.
Risk & dependency management
Structured risk identification, quantified exposure, mitigation ownership and cross-team dependency tracking with named owners and dates.
Supplier & vendor management
Statements of work, acceptance criteria, milestone tracking and escalation paths for multi-vendor programmes.
Recovery & turnaround
Independent assessment of a troubled programme, a realistic replan, and hands-on delivery leadership to get it back under control.
How we work
A predictable path from first call to handover
No two engagements are identical, but the shape is consistent — so you always know what happens next and what you get at the end of each stage.
Engagement modelsEstablish the baseline
Scope, plan, budget, risks and success criteria written down and agreed by everyone who can say no later.
Run the cadence
Predictable planning, stand-up, review and steering rhythms, with one source of truth for status.
Manage the exceptions
Risks and dependencies tracked with owners and dates; escalation happens early, while options still exist.
Close properly
Acceptance, lessons learned, and a handover that leaves the capability behind rather than taking it with us.
Outcomes
What changes for you
- Status reporting that says what is actually true, including when it is uncomfortable.
- Dependencies surfaced weeks before they become blockers.
- A governance rhythm stakeholders trust enough to stop asking for ad-hoc updates.
- Decisions made at the right level, with the information needed to make them.
Tools & standards
What we work with
- Jira
- Azure DevOps
- Confluence
- MS Project
- Smartsheet
- Power BI
- PMI PMP
- PRINCE2
- SAFe
- Scrum
- Kanban
- Automotive SPICE
Questions
Frequently asked
Can you manage a programme where most teams are not yours?
Yes — that is the normal case. We manage across internal teams, suppliers and client stakeholders regardless of who employs whom.
Do you insist on Agile?
No. We fit the method to the constraints. A safety-critical hardware programme with fixed gates needs a different approach from a web platform, and pretending otherwise helps nobody.
Can you start with just an assessment?
Yes. A two- to three-week independent review of a programme in trouble, with findings and a recommended replan, is one of our most common first engagements.
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ExploreLet’s scope your next build.
Tell us what you are trying to ship. We will come back with an approach, a team shape and an honest estimate — we aim to reply within two working days.