Fractional program & project leadership
A PMO and the programs it runs: multi-workstream delivery, vendor and budget governance, and the project management discipline that turns a roadmap into dated, funded, finished work — from someone who has run transformation programs measured in continents and business units.
This is for you if
- Several initiatives are in flight and nobody can say, with evidence, which are on track
- A transformation, migration or separation has more workstreams than owners
- Budgets are approved by project but delivery is reported by feeling
- You need a PMO that runs the program, not one that collects status slides
What the engagement includes
The PMO, sized to the company
Governance, cadence, and reporting proportionate to the risk — a two-page charter and a weekly rhythm for a scale-up, a steering structure for an enterprise program.
Program delivery
Multi-workstream planning, dependency and risk management, vendor and budget governance, and the escalations made early enough to matter.
Project management discipline
Scope, schedule and budget that mean something: real estimates, visible progress, decisions recorded, and change controlled rather than absorbed.
Transformation and integration programs
Migrations, M&A integration, divestiture separation and project-to-product transformation — the programs where governance matters as much as the technology.
How it usually runs
Typically two to four days a month, agreed up front, with a standing weekly slot and availability between. Engagements run in three-month terms so both sides can reassess honestly.
What it is not
Not a project coordinator or a status-report backfill. This is accountable leadership of the program and the office that runs it.
Bring the brief, or the empty seat.
Two paragraphs is enough. You’ll get an honest read on fit, timeline, and cost within two business days.
Discuss a program leadership seatPrefer email? admin@fractioncrew.com