Our public sector client is responsible for delivering its services to around 3 million members of the public.

With around 150 sub-portfolios, programs and projects within its master portfolio, our client didn’t’ employ the consistent technique to forecast initiative-level spend, and capture actual spend. As a result, financial management practices employed by program and project practitioners were not consistent or standardized.

For the PMO, it was difficult to obtain a timely and up to date holistic view of the portfolio financials. It was also challenging to achieve comparability among initiatives due to inconsistent financial management approaches that were used.

We have established an effective methodology to forecast anticipated spend, track actuals, and aggregate financial information into meaningful and timely results.

After very successful piloting within one sub-portfolio, the financial management methodology was rolled out across the entire master portfolio.