Driving your projects from vision to completion with expert coordination and strategic oversight.
A program management consultant helps organisations coordinate multiple related projects under a unified strategy. They work to ensure every initiative within a project management professional program contributes to broader business outcomes.
Their key responsibilities include:
By stepping in at a high level, these consultants help organisations understand why project management is important not just at the project level, but across entire business programs.
While both roles are critical, program management operates at a broader level than project delivery. Here's how the two compare:
For organisations running a project management professional program, understanding this distinction is essential. Engaging program management consulting services can help teams realise why project management is important for execution, while program leadership ensures long-term success.
Hiring a consultant becomes necessary when:
A consultant skilled in program management can bring structure and clarity to complex portfolios. They also reinforce why project management is important, helping your team stay focused, aligned, and accountable.
To manage large-scale programs effectively:
Whether you're rolling out a new system or transforming operations, a well-run project management professional program, supported by program management consulting services, makes all the difference. It reminds everyone involved why project management is important, not just for delivery but for driving real change.
At Compass Consult, we don't just manage programs—we drive them to success. Our team of experts is ready to partner with you to achieve your business objectives.
“The Compass consultant’s depth of knowledge was excellent. He thoroughly worked through the issues that I was experiencing. Communicated the issues, provided likely timeframes to resolve and met the timeframes nominated. Could not be happier with his level of professionalism and the service he offered.”
"We worked with Compass Consult as our Primavera P6 consultants. Girish and his team were able to prepare a proper plan with resources in the master schedule. Throughout, he referred to the contract documents thoroughly to make sure that all deliverables and coding specifications were taken into account. I admire their dedication towards the job they take on hand and would strongly recommend their programme management services for complex construction projects."
Circular Quay Tower (Salesforce Tower)
Client: Schneider Electric
Contract value: $1.5 Billion
Project Snapshot:
The Salesforce Tower is a skyscraper under construction in Circular Quay, Sydney, Australia. The building will be the city’s tallest office building at a height of 263.1 metres on its scheduled completion date of mid-2022. It is part of a A$5 billion redevelopment of the Circular Quay precinct, alongside the new buildings of Quay Quarter Tower, One Circular Quay, 56 Pitt Street, Sydney, 200 George Street, the terminus of the new CBD and South East Light Rail and redevelopment of the ferry wharves. The building is being constructed by Lendlease.
Software company Salesforce acquired naming rights to the tower in late 2019 and will occupy 24 levels of the building upon its completion.
Our Scope:
Primavera P6 Programme Consultancy Support for Scheider Electric. Includes Delay and Extension Of Time Claims.
Dupont
The client: DuPont is an American multinational chemical company first formed in 1802 by French-American chemist and industrialist Éleuthère Irénée du Pont de Nemours. The company played a major role in the development of Delaware and first arose as a major supplier of gunpowder.
The challenge
With a diverse and global network of research centers and manufacturing sites, DuPont has
a dedicated project controls team for each location that manages the entire project portfolio within their sites. Managing project data from different sites across the organization caused a challenge for reporting at an enterprise level causing delayed reporting, manual errors, and mismatches in key resource directories to name a few. It was time to move to a cloud-based solution that would provide a connected, holistic view of the enterprise project portfolio structure and position them for the next stage of growth.
The results
Working in partnership with Compass Consult to enhance their Primavera P6 capabilities
has ensured DuPont now have a centralized Project Controls system on the cloud, this
increases visibility across all site with real-time reporting and dashboard capabilities
while gaining increased efficiencies in resource management and accurately forecasts
project progress and funding requirements
Dupont
The client: DuPont is an American multinational chemical company first formed in 1802 by French-American chemist and industrialist Éleuthère Irénée du Pont de Nemours. The company played a major role in the development of Delaware and first arose as a major supplier of gunpowder.
The challenge
With a diverse and global network of research centers and manufacturing sites, DuPont has
a dedicated project controls team for each location that manages the entire project portfolio within their sites. Managing project data from different sites across the organization caused a challenge for reporting at an enterprise level causing delayed reporting, manual errors, and mismatches in key resource directories to name a few. It was time to move to a cloud-based solution that would provide a connected, holistic view of the enterprise project portfolio structure and position them for the next stage of growth.
Earned Value Management (EVM) is a structured methodology utilised in project management to evaluate a project's performance concerning cost, schedule, and scope. It involves comparing the planned value (budgeted cost of work scheduled) with the actual cost incurred and the value of work completed. Through this comparison, project managers can identify discrepancies from the project baseline and implement corrective measures when necessary.
EVM offers numerous advantages for construction projects, including enhanced project control and visibility, early detection of potential cost and schedule overruns, informed decision-making, improved communication and collaboration among stakeholders, and ultimately, higher project success rates.
Earned Value Management relies on three primary components:
There are various methods to calculate Earned Value (EV), depending on the project's nature and complexity. One common approach involves multiplying the percentage of work completed for a specific activity by its budgeted cost.
Discrepancies from the baseline (variations between Planned Value, Earned Value, and Actual Cost) can serve as indicators of potential project risks. Analysing these trends enables project managers to pinpoint areas where the project may deviate from its intended course and take proactive measures to mitigate associated risks.
EVM is not obligatory for all construction projects. However, it is a recommended practice for complex projects, especially those with substantial budgets or tight schedules. Government contracts may also stipulate specific EVM requirements.
Several project management software tools support EVM implementation. Primavera P6, as mentioned on our webpage, is one such example, enabling users to monitor and analyse EVM data effectively.
Various online resources and industry organisations offer detailed insights into EVM and its advantages for construction projects. Our website serves as a valuable starting point, alongside professional associations and project management communities. Feel free to explore these resources for a deeper understanding of EVM's benefits in construction project management.
The duration varies depending on the complexity and scope of the program. We work with you to establish a timeline that meets your needs and ensures successful delivery.
We have a structured change management process to evaluate and integrate changes. This includes assessing impacts, adjusting plans, and ensuring alignment with overall program goals.
Program management consulting provides expert guidance and strategic oversight for managing complex portfolios of related projects. Our consultants help organizations align projects with business objectives, establish governance frameworks, optimize resource allocation, and implement methodologies that drive successful outcomes across multiple initiatives.
While project management focuses on delivering a single initiative with specific deliverables, program management coordinates multiple related projects to achieve broader organizational benefits. Program management consulting addresses the strategic alignment, dependencies, and collective impact of numerous projects working toward common business goals.
Organizations across various sectors benefit from our program management consulting, including technology, healthcare, manufacturing, finance, government, and construction. Any organization managing complex, interdependent projects with significant stakeholder involvement and strategic importance will see value from professional program management expertise.
Our consultants typically deliver program governance frameworks, resource optimization plans, risk management strategies, stakeholder communication plans, program reporting dashboards, benefits realization frameworks, and capability enhancement recommendations. Each engagement is customized to address your specific program challenges.
We measure success through key performance indicators aligned with your business objectives, including program delivery timelines, budget adherence, quality metrics, stakeholder satisfaction, business benefits realization, and overall organizational capability improvement. We establish these metrics collaboratively at the beginning of our engagement.
Our consultants are versed in various methodologies including PMI's Standard for Program Management, MSP (Managing Successful Programmes), Agile program management frameworks, and hybrid approaches. We tailor the methodology to your organizational culture, program complexity, and specific objectives rather than forcing a one-size-fits-all approach.
The duration varies based on program complexity and organizational needs. Initial assessments typically take 2-4 weeks, while implementation support may range from 3 months to multi-year engagements for large transformational programs. We offer flexible engagement models to match your specific requirements.
Our consultants bring both certified expertise and practical experience managing complex programs across diverse industries. We emphasize knowledge transfer and capability building, ensuring your team develops the skills to maintain program success long after our engagement ends. Our approach balances best practices with pragmatic solutions tailored to your organizational context.
If you have any questions on Primavera P6 that you need advice on we would love to hear from you, Please complete the form below and a product expert will be in touch in 60 minutes.
Compass Consult is a globally recognized project portfolio management service provider. Our team comprises experienced civil engineers, risk management experts, and project controllers with outstanding track records for delivering exceptional project planning, earned value management, cost control, and schedule control services.
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