As a service Transformation Office PMO Value Office
As a service
PMO as a Service
Delivery governance that earns its keep – run by people who’ve done it, sized to your portfolio.
A managed programme office: the cadence, reporting, risk and resourcing discipline your programmes need, without building a permanent function or paying day rates for a bench. Senior PMO leads from the network, methods and tooling that fit the phase you’re in, and a plan to scale down or hand over when you’re ready.
Three offices that work as one system.
Direction, delivery and proof. Start with the one you need most; each is built to hand work to the next – and to become yours.
01 Direct
Transformation Office
Sets the ambition, shapes and sequences the portfolio, decides what gets funded and when.
Hands to the next: a funded, sequenced portfolio and investment cases the PMO can mobilise against.
02 You are here
PMO
Runs delivery: cadence, governance, risk, resourcing and the reporting leaders actually read.
Hands to the next: delivered milestones and clean baselines the Value Office can measure benefits against.
03 Prove
Value Office
Tracks benefits from business case to P&L, reports a number the CFO believes, and re-points the portfolio when the number moves.
Hands to the next: evidence back to the Transformation Office on what to fund next, stop, or scale.
Why now
Most organisations rebuild their PMO every time leadership changes, and most executives can’t see portfolio status without a month-old pack. The result is status theatre: lots of reporting, few decisions.
~10%
of project investment is wasted through poor performance
A consistent finding across industry surveys. On a £50M portfolio that’s £5M a year – before counting the benefits that never arrive.
40 pp
monthly packs that nobody reads are the norm
Reporting built for the PMO rather than the decision-maker. The decisions that matter get taken in corridors.
34%
contractor spend reduction from one PMO refresh
Role profiles stuck in the previous phase and nobody owning the resource plan are the quiet cost of a PMO that hasn’t kept up.
What you get
01
Portfolio cadence and governance
One operating rhythm from team stand-up to board, with phase gates that are decided, not rubber-stamped.
02
Reporting leaders read
One page per programme. Risks that get a decision or get closed. No status theatre.
03
Risk, issue and dependency management
Cross-programme dependencies owned by someone with a name, surfaced early enough to act.
04
Resource and vendor management
A single resource plan, contractors aligned to actual need, and suppliers held to the plan everyone works from.
05
Methods, tooling and templates
Agile, waterfall or hybrid – fitted to the phase you’re in, not the method we prefer.
06
Capability build and handover
Coaching, mentoring and an in-house team recruited from week 1 so there’s someone to hand it to.
Three tiers, sized to your scale and complexity.
We work with mid-sized organisations and up. Every tier is led by senior people from the network, runs on a fixed monthly commercial model, and is designed to scale down or hand over – never to stay by default.
Tier 1
Foundation
Mid-sized organisations with 1–3 major programmes.
Typically 1,000–5,000 people, a portfolio of up to 15 projects, a delivery function that reports to the CIO or COO.
Team
A senior PMO lead 2–3 days a week and a PMO analyst, with planning and benefits specialists on call.
Cadence
Fortnightly steering; monthly executive portfolio review.
Commercials
Fixed monthly fee, 3-month initial term, 30-day notice thereafter.
Includes
- —Portfolio set-up: one view, one cadence, one set of templates
- —Fortnightly steering and monthly executive reporting
- —RAID management across the portfolio
- —Quarterly portfolio health check
- —Handover plan to an internal PMO lead
Tier 2
Scale
Enterprises with multiple concurrent programmes and contractor-heavy delivery.
Typically 5,000–20,000 people, 15–40 initiatives across divisions, a mix of in-house, contractor and supplier delivery.
Team
A full-time head of PMO, 2–3 analysts, and specialists in planning, resourcing, vendor management and benefits.
Cadence
Weekly programme reviews; monthly portfolio board; quarterly audit-readiness review.
Commercials
Fixed monthly fee with an outcome-linked element tied to delivery milestones; 6–12-month term.
Everything in Foundation, plus
- —Phase-gate framework and integrated planning across programmes
- —Resource and contractor optimisation
- —Supplier and vendor delivery management
- —Audit-ready governance and controls
- —In-house PMO team recruited and coached alongside ours
Tier 3
Enterprise
Multi-region or regulated groups with SI-led programmes and a fixed end date.
Typically 20,000+ people, 40+ initiatives, major supplier-led delivery across geographies, external scrutiny on outcomes.
Team
A head of PMO, regional PMO leads, an assurance lead and specialists mobilised from the network within days when risks surface.
Cadence
Weekly cross-lot coordination; monthly executive and supplier reviews; regulatory reporting cycles built in.
Commercials
Managed service with a fixed core and outcome-linked fees; 12–24-month term with scale-down provisions.
Everything in Scale, plus
- —Independent assurance of supplier delivery and transition readiness
- —Cross-region, cross-lot programme coordination
- —Regulatory, audit and investor-grade reporting
- —Knowledge-transfer and transition governance
- —Transition to a permanent group PMO led by your people
Tiers are a starting point, not a menu. Most engagements begin with a 4-week diagnostic that confirms the tier and the team shape.
It’s for you if
Your programmes report green until the month they don’t
Contractor costs are rising and nobody owns the resource plan
Leadership has changed mid-flight and the PMO hasn’t
An audit, regulator or supplier transition is on the horizon
What it draws on
Each office is staffed from the practices below, so the people running it have delivered the work it governs.
Seen in practice
Case study · Consumer & Manufacturing
Global FTSE 100 manufacturer: A PMO refresh mid-programme
43% fewer contracted resources, 34% lower contractor spend, and audit-ready governance.
Read the case study →
Case study · Consumer & Manufacturing
Industrial electrification manufacturer: Independent assurance for a provider-to-provider BPO move
Governance, phase gates and independent challenge for a multi-country finance transition.
Read the case study →