Projects & PMO

Project sponsors, executives, operations leaders and PMO managers overseeing business change, industrial projects, equipment implementation or a growing project portfolio.

• Teams work from different schedules or definitions of progress.
• Risks, decisions and dependencies are not visible early enough.
• PMO templates exist but are not connected to management decisions.
• Project priorities exceed available delivery capacity.

• Project management, PMO design, implementation, improvement and assessment
• Project portfolio management, governance and implementation management
• Project planning, scheduling, controls, cost and risk management
• Performance reporting and earned value management where applicable
• Project management SOPs and capability assessment
• Project recovery planning and cross-functional delivery coordination

• PMO assessment, charter or implementation roadmap
• Governance model, roles and decision responsibilities
• Work breakdown, milestone schedule and control baseline
• Risk, issue, action and change registers
• Portfolio or project performance reporting framework
• SOPs, reporting templates and agreed recovery actions

• PMO readiness review: assess existing project visibility and prioritise improvements.
• PMO design and implementation: define governance, SOPs, reporting and adoption activities.
• Project controls or recovery assignment: support one project or workstream against agreed milestones.

A defined consulting or implementation assignment can provide focused delivery support alongside your existing team. The appropriate model depends on your priorities and internal capacity.

Review — Understand project objectives, existing controls and stakeholder expectations.

Define — Agree the delivery role, governance model and reporting requirements.

Plan — Develop schedules, registers, templates and a practical implementation sequence.

Support — Work with the team on progress collection, coordination and corrective actions.

Evaluate — Review control quality, forecast reliability and acceptance of the agreed outputs.

• A common view of delivery priorities, responsibilities and dependencies.
• Earlier visibility into risks and decisions requiring management attention.
• More consistent project and portfolio reporting.

Scope, deliverables, delivery availability, timing, fees and third-party requirements are confirmed in the proposal. Benefits depend on the operating context, evidence and implementation; outcomes are not guaranteed.

These examples show possible engagement contexts; they are not claims of completed SIGMA projects.

• An expanding industrial business needs a PMO structure for several equipment and facility projects.
• A project sponsor needs a credible schedule, clear milestones and a risk review routine.
• An established PMO needs to assess capability and improve reporting consistency.

• Project Planning Control
• Project Performance Assessment
• Engineering Project Management
• Management Consulting

Discuss whether an existing SIGMA solution fits the business requirements. Supported functions, current access and demonstration availability are confirmed with SIGMA.

• SIGMAZORA Meet

Do we need a full PMO?

Not every business needs a large PMO. The appropriate structure depends on project volume, complexity, responsibilities and management needs.

Can SIGMA work with our existing tools?

The assessment begins with your current tools and practices. System changes and integrations are scoped separately where needed.

Is earned value management always included?

No. It is appropriate only when scope, cost and progress data support meaningful measures. The reporting approach is agreed with the sponsor.

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Additional specialised SIGMA materials remain available where relevant.