Context
Following major leadership shifts, budget cuts, and a 40% workforce reduction, the IT organization at a mid-sized biotech firm had no functional portfolio structure. Projects were being run ad hoc, with no intake process, no oversight, and no visibility into status or value. The business was demanding speed and accountability - while IT had neither the headcount nor the infrastructure to deliver it.
Challenge
- No formal project intake, gating, or prioritization process
- No standardized documentation or chartering system
- Inconsistent project execution with little cross-functional visibility
- Leadership had no clean way to assess project health, pipeline, or resourcing
- Technical IT leads with limited PM experience were expected to run projects
- Unclear distinction between project work and operational activities
Approach
I completely decoupled, simplified, and revamped all processes, methodologies, and frameworks from the existing PPM model. I built upon the capabilities of technical IT leads who weren't PMs by trade but were expected to run projects following frameworks designed for a different era at the company.
Over 4-6 months, I delivered a functional PMO - training the team, implementing frameworks, and retooling delivery methods. The following 6 months focused on iterative improvements, regular training, and feedback loops that empowered our people to think about projects in ways that translated to their language.
What I Built:
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Streamlined Portfolio Management System
- Intake form → request queue → charter workflow → dynamic dashboards
- User-friendly interface for simplified stakeholder interaction (no training required)
- Weekly automated status update cycles with compliance reminders
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Project Lifecycle Framework
- Built upon, transformed, and expanded an existing model
- Flexible methodologies: waterfall, agile, Kaizen, Lean, JDI
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Document Governance Standards
- Folder structure + naming conventions across all projects
- Role-based SharePoint access; archiving policy for completed projects
- Final deliverables gated by quality reviews and handoff checklists
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Team Charter & Operating Cadence
- Bi-weekly governance meetings with clear roles for CIO, sponsors, and PMs
- Structured approvals for charters, resource assignments, and project closures
- Redefined the distinction between project work and operations
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Mentorship and Role Clarity
- Mentored PMs and non-PMs through the framework
- Created playbooks and FAQ guides to onboard new staff fast
- Removed bureaucracy and simplified stage gates
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Leadership Visibility
- Built out improved reporting cadence
- Established governance and ownership around the new "IT PMO Team"
- Gave executives, stakeholders, and sponsors visibility into ongoing efforts and spend in ways they didn't have before
Result
- Portfolio went from zero governance to fully operational within 60 days
- Enabled full project visibility across $10M+ in annual IT work
- Reduced project intake cycle time from "whenever someone chased someone" to < 7 days
- Built a governance structure that scaled with zero additional headcount
- Created a durable system that continues to function even in my absence
This experience reinforced my belief in practical frameworks over theoretical models. I didn't try to "buy" a PMO - I built it inside the real constraints of a small team, with real-world tooling and clear roles. It wasn't about creating process for process' sake - it was about giving IT a way to say yes, track risk, and move faster without losing control.
Skills Demonstrated
- Portfolio automation and workflow development
- Governance model design and implementation
- Process optimization and standardization
- Cross-functional alignment and buy-in
- Documentation and knowledge transfer
Lessons Learned
- Simple, usable systems beat complex theoretical models
- Automation is essential for small teams managing large portfolios
- Stakeholder experience must be frictionless for adoption
- Documentation standards pay dividends during staff transitions