The Project Management Office (PMO) a large government transport provider, responsible for a $500M annual capital portfolio, had inconsistent project systems and processes leaving the project delivery groups with ineffective tools and conflicting demands. This resulted in sub-optimal governance and control of programs and performance issues across the department. The executive sought a consistent project framework and an uplift in the PMO capability.


We led a team of project specialists to understand the customer, build a vision and design the change approach. Constant engagement with stakeholders at frontline, middle management and executive levels ensured the work was responsive to the demand and fit for purpose. Our team focused on three improvement themes:

  1. Priorities: do the right things at the right time
  2. Practices: agree on the right way to do projects and
  3. People: improve capability and culture.


  • Developed an agreed, internally supported and widely communicated portfolio strategy and value proposition for initiative prioritisation.
  • Developed a clear governance frameworks so that managers understood their roles and responsibilities.
  • Project lifecycles were aligned to the asset and capital planning cycle of the business.
  • Developed a suite of project management products and processes that enabled focus on defining and delivering outcomes and benefits.
  • Co-designed a Knowledge Centre to host the suite of approved project and program management products (e.g. project management tools, fit-for-purpose templates and reporting dashboards).
  • Developed a competency framework and a suite of clearly defined positional requirements for all project roles.
  • Clearly defined service offering that was understood across the department.
  • Centralised on-boarding and capability uplift program on ‘How we do projects around here’.
  • Reallocated resourcing for the new and enhanced PMO capabilities.
  • Cultural health check and staff engagement generated a culture of improvement.