Delivery
Project Management
Project control that gives leaders an honest view of delivery
We establish the governance, controls and reporting that allow sponsors to see delivery as it is, intervene early and protect scope, time, cost and contractual position.
Challenges we help address
01 Governance exists, but decision rights and escalation thresholds are unclear.
02 The delivery team relies on contractor schedules without an independent integrated baseline.
03 Cost, risk and change registers are updated separately and do not support one forecast.
04 Handover requirements are addressed late, delaying operational readiness and benefits.
We establish the governance, controls and reporting that allow sponsors to see delivery as it is, intervene early and protect scope, time, cost and contractual position.
Sub-services
Capability pillars
PMO Design & Mobilisation
Representative mandates
Representative mandate
Programme controls mobilisation
Establish governance, an integrated baseline and connected routines for schedule, cost, risk, change, contracts and executive reporting at programme mobilisation.
Representative mandate
Delivery assurance and recovery
Diagnose a programme under pressure, validate the forecast, identify material interfaces and agree recovery actions, owners and escalation thresholds with the sponsor.
Client outcomes
What changes when the mandate lands — and where it connects across our markets.
Clear governance, authority and escalation across the programme.
An integrated view of schedule, cost, risk, change and contracts.
Earlier identification of delivery pressure and recovery actions.
Controlled commissioning, handover and closeout.
How we deliver
How the work is sequenced, governed and handed over.
01
Mobilise governance, roles and controls.
02
Establish integrated schedule and cost baselines.
03
Operate risk, change, contract and reporting routines.
04
Provide assurance and recovery support where required.
05
Manage commissioning, handover and benefits transition.
Related industries
Questions we get asked
We can establish, operate or strengthen an existing PMO. The model is selected according to programme scale, capability and governance requirements.
Yes. We begin with an independent diagnostic, establish a reliable baseline and agree recovery priorities with the sponsor.
Reporting is tailored to decision needs and shows current position, forecast, material variances, required decisions and accountable owners.
Answers reflect how we typically work. Your first conversation will reference your situation, not a standard script.
Connect with our Project Management team
Start with a focused conversation about the decision, context and outcome you need. We will involve the right capability lead from the outset.
Connect with our Project Management teamPractice lead
Sultan bin Mansour Al Qahtani
Group CEO, Riyadh
Group-level direction for strategy, capital discipline and long-term performance
Related insights
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