The Portfolio Problem
Managing projects one at a time is not the same as running a portfolio.
Growth multiplies projects. A new system here, a migration there, an integration, a compliance deadline, a vendor implementation, each with its own scope, schedule, budget, and stakeholders. Individually they look manageable. Together they compete for the same people, the same budget, and the same week.
The people carrying that load are usually the CIO and the Director of IT, or the General Counsel and the head of legal operations. They are asked which projects matter most this quarter, which are on schedule and within budget, which are at risk, and what decision leadership owes the portfolio this week. Without a standing office, the answer has to be reassembled by hand every time.
A PMO is not a methodology and it is not a report. It is a standing office with named people, running four disciplines continuously so that work is ranked deliberately, started consistently, driven to scope, schedule, and budget, and put in front of leadership on a fixed cadence.
What a standing PMO settles
Priorities set deliberately against business goals rather than by whoever escalates loudest
Every project started the same way, with a charter, a defined scope, and named owners
One common delivery standard, so status means the same thing on every project
Vendor and platform coordination owned by someone accountable for the outcome
A weekly forum where schedule, budget, risk, and open decisions reach leadership together
Capacity that flexes with the portfolio instead of a headcount you have to justify
Our Services
Project and program management, delivered as a service.
PMO Stand-Up · PMaaS · Portfolio · Delivery · Governance · Adoption
Take a single project manager for one program, or a standing office that runs the whole portfolio. Most engagements start with one and grow into the other.
01
Project Managers on Demand
Experienced project managers with subject matter expertise in the systems they are delivering, matched to the work and available for a single program or a full portfolio. Scale the number up for a heavy quarter and back down when it settles.
02
PMO Stand-Up
Charter, operating model, delivery standards, templates, and reporting, established as a working office rather than a document. Our most recent stand-up was operating inside 90 days.
03
Portfolio Ranking & Intake
Portfolio scoring against business goals, a structured backlog review that actually happens, and one intake standard so every project starts with a charter, a scope, and named owners.
04
Program & Project Delivery
Day to day delivery against scope, schedule, and budget. Requirements sessions run with the business, platform and vendor coordination, dependency management, and the escalations that keep dates real.
05
Governance & Executive Reporting
A weekly steering committee, a live risk, issue, and decision log, and portfolio reporting built for a CIO, a General Counsel, or a board, not for a project team.
06
Change Management & Adoption
Stakeholder alignment, communications, training, and the follow-through after go-live. A system nobody uses is a project that finished and still failed.
07
Legal & IT Program Delivery
Our project managers carry delivery experience across ELM, CLM, document management, e-signature, IP management, and the wider enterprise stack, so legal technology programs get a PM who already speaks the domain.
Who Runs It
A PMO is only as good as the people staffing it.
Our project managers are practitioners, not coordinators. Each brings subject matter expertise in the systems and functions they are delivering, which is what lets them run a requirements session with the business, challenge a vendor's plan, and make a delivery call in the room.
The office is led by Bob Frostad, who has spent 30 years running technology programs, including 15 at Microsoft. You keep ownership of the program and accountability for results. We staff and operate the office that delivers it.
90
Days to a PMO chartered, staffed, and operating on our most recent stand-up
30+
Projects a year ranked, planned, tracked, and delivered to one common standard
PMO Director & DMS Lead
30+ years in IT, including 15+ at Microsoft and a directorship at Kroll. Leads program delivery and implementation governance.
Program Manager
Runs software implementation programs for enterprise clients, driving cross-functional execution from kickoff through launch.
Change Management & Senior PM
10+ years across legal services, technology, pharma, and aerospace. Runs the adoption work that decides whether a delivered system gets used.
Business Intelligence Lead & Senior PM
Enterprise Legal Management expert. Turns portfolio and spend data into the reporting leadership actually decides on.
EMEA Leader
35+ years serving major organizations across IPMS, ERP, and ELM. Leads delivery for programs running in EMEA.
Also relevant to this practice
What the portfolio is usually full of
Most of the projects our PMOs run are technology projects, and most of those sit in the legal and IT stack. These are the practices our project managers deliver against most often.
Common questions