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SOLUTION 04 PROJECT & PROGRAM MANAGEMENT OFFICE

A real scheduling engine under every view your teams like

Gantt, board, cards and calendar are lenses over the same activities — with float, cascade and baseline control underneath. Move a card and the schedule moves; move a date and the platform tells you what it costs.

CRITICAL PATH ENGINEGATES · RACI4 VIEWS · ONE MODEL
THE MANDATEOne schedule the delivery teams use and the board can read
THE FAILURE MODEA Gantt in the PMO, a board in delivery, and no maths under either
WHAT CHANGESFour views over one activity set, with float, cascade and baselines underneath

One schedule, four ways to work it

Planners get a critical-path Gantt, delivery teams get a board, executives get the roll-up — all writing to the same activities, so nothing needs re-entering.

  • Float, lag, dependencies and baseline variance on every node
  • Card moves and status changes write straight to the plan
  • Milestones, chains and cascade impact computed continuously
Schedule — critical-path Gantt
Activity level · drag a date and the chain recalculates
QUARTERCRITICAL PATH ONLY51 MS
Mobilisation
100%
Sourcing & Award
81%
Design Sign-off
19%
Build & Configure
13%
Integration
13%
ZERO FLOAT ON 4 CHAIN NODES — THE NEXT SURPRISE MOVES THE END DATE
Gate 3 — Customer 360
Approver, evidence and SLA on every gate
EVIDENCEReadiness checklistapproved
EVIDENCEBudget confirmationapproved
EVIDENCESecurity sign-offpending
SLAUnanswered 2 days → Program Boardescalates
AUDIT #4821 · HASH-CHAINED · INITIATED BY K. ALSHAMSI · 10:31

Gates that cannot be talked past

Every stage gate carries its named approver, required evidence and a deadline. Unanswered approvals escalate on their own — no chasing, no quiet drift.

  • No-code gate design per project type
  • Evidence checklist enforced before a gate can pass
  • Auto-escalation to the next forum after the SLA

Overload shows on the peak week, not in an average

Capacity is modelled per person per month, so a single systems lead on three critical paths is visible before a date slips because of them.

  • Supply vs demand by team, role and stream
  • Key-person risk and single points of failure named
  • Cost to fill each gap, priced from the role model
People — capacity vs demand
Team × month · mean per-person load
BY TEAMBY ROLEBY STREAM
Data & AI
96%
Cyber
89%
Delivery PMO
74%
Corporate
41%
PEAK GAP −98 FTE · 5 OVERLOADED · $2.1M TO FILL THE TOP GAP
RUNS ON CPM ALGORITHMDEPENDENCY ENGINEGATE AUTHORITYRESOURCE ENGINEESCALATION RULES SAME ENGINES THE SCREENS RUN ON
WHAT YOU GET

The PMO toolkit

01
Critical-path engine

Real float, lag and dependency maths — not a Gantt-shaped picture.

02
Board, cards, calendar

Every view writes to the same activities; no re-entry, no drift.

03
Baseline control

Frozen baselines with variance, and a governed rebaseline route.

04
Stage gates

No-code gates with named approvers, evidence and auto-escalation.

05
Resource model

Capacity vs demand per person and month, with cost to fill.

06
Cascade hunter

One moved date priced across the portfolio in days of impact.

THE OUTCOME A plan the delivery teams actually use and the board can trust
Capital Projects →Governance & Forums →All solutions →
PICK YOUR MANDATE

See it on your own program, with your own numbers

A 45-minute working session: we load a slice of your portfolio and show the roll-up, the exceptions Polaris finds, and the pack it generates.

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