PMO implementation at a
production line manufacturer.

Dozens of projects
in parallel.

The client — a manufacturer of automated production lines — was running dozens of projects for its customers at the same time. The goal of the implementation was one standard for the whole portfolio: a shared view of status, clear roles and a steady review rhythm.

Four pillars of change.

• A PMO procedure covering the whole portfolio — one standard for running a project: from opening, through status reporting, to closure. Clear roles, clear decision gates.
• A trained team — project management training for the people running projects, so that the procedure became a tool in their hands, not a document on a shared drive.
• A new design engineer integrated into the project structure — strengthening the team in the area with the highest workload.
• Cooperation with an external production-support company — bringing in a partner to relieve the team at peak load.

A year of systematic work,
not a revolution.

The change did not happen through one workshop or one presentation to the board. It was systematic work week after week: first diagnosis and portfolio mapping, then a procedure built together with the team — not against it — followed by training, a pilot on selected projects and a gradual rollout of the standard across the whole portfolio.

The key principle: the procedure had to serve the people running the projects. Every element that did not help in real work was thrown out. What stayed is what really brings order: a single source of status, a clear review rhythm, visible bottlenecks.

A system with its own
owner in the company.

A procedure works best when it has an owner inside the company. That is why the last stage of the implementation was a structured handover of the system to the team — who takes ownership, what tools they have and how they will recognise that a project needs attention.