Program management, PMO and IT project recovery

When should you bring in external program leadership?

Around 70% of IT projects exceed their budget or timeline. The causes are rarely technical: no MVP, scope creep, decision latency between business, IT and procurement, underestimated integration debt. We typically step in when:

• a multi-country or multi-lot program needs to be launched and structured;
• a critical project is drifting (schedule, budget, quality) and must be turned around fast;
• reporting is "green" but executive confidence is eroding;
• a cloud migration or IS modernization requires strong coordination of several integrators.

What we do

1. Executive program steering

Leadership of large-scale digital transformation programs, PMO set-up, chairing or running steering committees, decision-making governance and value-based steering (not just budget burn).

2. Rapid audit & project recovery

A fast, fact-based diagnosis, scope realignment around a realistic MVP, renegotiation of commitments, securing of at-risk deliverables and regaining control of schedule and costs.

3. Migration, IS modernization & change management

Steering of complex cloud migration and IS modernization projects, integrator coordination, client-side acceptance testing, user training and adoption support.

Our field approach

We have led programs across multiple countries, especially in Africa, where success depends as much on proximity, co-design with local teams and building uncertainty into the plan as on methodological rigor. Read: Forget the Gantt chart: the real secret of managing projects in Africa.

Possible formats: Strategic Framing for a rapid audit (2 to 6 weeks), Executive Advisory alongside the sponsor, or Dedicated Program Management from framing to delivery. See engagement models.