Recovering a complex retail rollout at Currys
Bringing store technology, payments and suppliers into one delivery plan across a 722-location retail estate.
Currys722 locations
Home / PMO & portfolio management
Battlehill ProjectsPMO & portfolio management
See where your investment is going, which commitments are at risk and where your teams need help. We build and strengthen PMOs that give leaders a reliable view of the portfolio and help project teams get decisions made.
When to bring us in
Your leadership team receives project updates but still cannot see which commitments are exposed, where resources conflict or what needs a decision. We establish a usable portfolio view and a reporting rhythm that connects project information with investment, capacity and delivery choices.
How we help
- Assess the current PMO and reporting model
- Define portfolio intake, prioritisation and governance cadence
- Bring milestones, finances, capacity and RAID into a consistent view
- Support steering forums and portfolio decisions
What you can expect
A working portfolio view connects approved scope, milestones, forecast costs, resource constraints and decisions. Supporting standards explain who maintains each record and how it is checked.
PMO operating model and responsibilities
Portfolio reporting and management-attention view
Delivery standards, templates and control calendar
Prioritised improvement and adoption plan
Decisions we help you make
- Which projects should proceed, pause or change priority when capacity is constrained?
- Which forecast movements need an investment decision, and who is authorised to make it?
- Which delivery commitments need intervention before the next reporting cycle?
How we work with your team
Find the gaps behind the reporting
We review your active projects, reporting, budgets and team capacity with the people who use them. You get a clear view of where information is missing, where effort is duplicated and which decisions are being delayed.
Build a view leaders can use
We bring milestones, costs, resources, risks and dependencies into a consistent portfolio view. Reports show what has changed, what it means for the business and the decision needed from each owner.
Make the PMO work day to day
We put the reporting cycle into practice with live projects, help teams use it and resolve the gaps that emerge. Your team takes ownership of the standards, reporting calendar and next improvements.
Getting started
We start with your project inventory, current reporting, investment priorities and the decisions your leadership team cannot make confidently. Interviews with sponsors and project leads establish where definitions, ownership or information quality differ.
The PMO design sets out project intake, prioritisation, reporting responsibilities, escalation thresholds and the forums authorised to act. We agree a reporting cycle your teams can sustain and test it with live projects before extending it.
Related delivery experience
CurrysHow we assess progress
We agree the measures at the start of the engagement and review them with the responsible business and delivery owners.
- Completeness and timeliness of the agreed project information.
- Age and ownership of overdue decisions and cross-project dependencies.
- Visibility of forecast changes and competing demands on the same people.
- Use of the portfolio view in prioritisation and investment decisions.
Handover and ongoing ownership
Your PMO owner receives the reporting calendar, data definitions, templates and improvement backlog, with named responsibilities for maintaining the portfolio.
The expertise behind the work
PMO leads, portfolio managers, programme managers and project analysts. We match the experience and responsibilities to your assignment and confirm availability before you commit.
Choose the support you need
Commission a PMO assessment, ask us to establish or improve the operating model, or engage a PMO specialist within your existing team.