Background
RW King partnered with a mid-sized technology company navigating a volatile post-recession market and shifting revenue streams. The organization was expanding into new service areas while facing pressure on its core business. Amid this transformation, its newly formed PMO struggled to deliver consistent reporting, manage risk, and provide leadership with the insights needed to steer strategic initiatives. Manual processes and fragmented tools were slowing progress and eroding confidence.
At a Glance
What Mattered Most
Establish a centralized PMIS and standardize project delivery practices across a 10-person PMO, enabling real-time portfolio visibility, and agile decision-making.
What We Noticed
The PMO was tasked with delivering new services to offset the loss of a major contract. A skilled, cross-functional team was in place, but legacy habits slowed progress as team members desired individualized approaches and IT resource constraints impacted integration efforts.
What Changed
in 6-months
templates created
and adopted
trained and coached
report creation
Challenge
The PMO need structure and tools to manage a growing portfolio of projects. Weekly and monthly executive updates required days of manual effort, with no standardized templates or centralized data. Project managers operated in silos, using disparate systems and inconsistent practices. Leadership had limited visibility into project health, resource capacity, and delivery risks—making it difficult to respond to market shifts or prioritize investments.
Solution
RW King led a 9-month transformation to implement a centralized Project Management Information System (PMIS) and elevate PMO maturity:
- Developed a strategy and roadmap to unify project delivery processes and tools.
- Deployed a PMIS tailored to a 10-person PMO supporting product development, infrastructure, and operations.
- Standardized weekly reporting rhythms, templates, and scheduling practices across all IT projects.
- Integrated agile practices into the project lifecycle to improve responsiveness and delivery cadence.
- Trained and coached PMs on tool usage, schedule management, and stakeholder communication.
Outcome
The transformation turned a fragmented PMO into a strategic delivery engine. With a single source of truth and standardized processes, the organization gained real-time visibility into project health, resource capacity, and delivery risks—enabling faster, more informed decisions.
- Centralized PMIS drove consistent delivery across product, infrastructure, and operations.
- Improved agility and responsiveness, integrating agile practices into the project lifecycle.
- Enabled strategic planning and resource forecasting, aligning delivery with business priorities.
- Real-time portfolio intelligence, empowering leadership to make faster, data-driven decisions.
- Streamlined reporting, reducing manual effort and increasing stakeholder trust.
- Advanced PMO maturity to Level 3, improving delivery consistency and strategic alignment.
Conclusion
This engagement was more than a tool rollout—it was a strategic transformation that empowered the PMO to lead with clarity, consistency, and confidence. RW King helped the organization build the infrastructure, skills, and culture needed to thrive in a dynamic market.
