The case: The client is a consulting company experiencing a phase of growth and transformation.

To improve its ability to respond to change and increase project quality, the company decided to independently introduce the Scrum framework, starting with a pilot project for an important customer, with the goal of progressively extending the framework to other initiatives.

During the pilot project, several issues emerged due to a misinterpretation of key agile concepts, ultimately leading to an interruption of the project.

PMProgetti’s intervention: We began by working closely with the Project Manager and the Team to build a shared understanding of the agile philosophy and the principles behind Scrum. Establishing common ground and a clear vision of what it truly means to work in an agile way was essential. Many misunderstandings surfaced during the training sessions, which allowed us to clarify several aspects related to the agile mindset.

Together with the client, we reorganized the project team, focusing not only on technical aspects but also on collaborative culture and shared responsibility. After the training phase, we supported the Product Owner, the Scrum Master, and the Team through targeted coaching activities, guiding them through the first project Sprints, helping them gain confidence in their new roles, and turning theory and tools into daily practice.

After a few Sprints, the Team began to operate autonomously, showing greater confidence, fluidity, transparency, and adaptability. Scrum events started to make sense, and the Team’s improvement became clearly visible.

At that point, our focus shifted to scalability: how to extend the Scrum approach to other project initiatives while maintaining consistency, quality, and value. We realigned the company’s PMO, defined an agile project methodology framework aligned with the organization’s project lifecycle, and supported the Management team in adopting a leadership style more suitable for agile projects. For scalability, we referred to the Nexus and SAFE frameworks.

The case: The client is a group of consulting companies. The organization decided to introduce the Scrum framework for software project development across all companies in the group (more than 80).

However, the contracts with their Clients follow a traditional plan‑driven lifecycle. Therefore, project and service contracts need to be redefined according to Agile principles.

PMProgetti's intervention: After delivering Scrum framework training for Scrum Masters, Product Owners, and Developers, and supporting many professionals (over 2,000 people) in achieving PSM‑I, PSPO‑I, and PSD‑I certifications, we were asked to provide support in adapting proposals and contracts to the Agile framework.

Our work focused on redefining the structure of technical and financial proposals in alignment with Agile principles.

We proposed a multi‑level (multi‑tier) structure consisting of:

• a Master Service Agreement section containing the fixed elements of the proposal/contract,
• a Service Category section grouping the variable elements, and
• a Statement of Work (SOW) section detailing the dynamic elements.

Milestones and payment terms were reorganized to emphasize the actual Value delivered.

For certain types of Time and Materials contracts, we introduced the concept of graded Time and Materials, linking the quality and timeliness of the work performed to the economic compensation, including a bonus for early delivery and a reduction for late delivery.

For managing Change Requests, we proposed the Dynamic Scope Option, which allows scope adjustments and innovation funding at specific moments while limiting the supplier’s risk.

Finally, we emphasized the partnership relationship by introducing schemes to manage early contract termination, with the goal of maximizing project value for the Client and strengthening the supplier group’s presence through the acquisition of additional business.

The case: After a five‑year collaboration and having already introduced Agile approaches within the company (a multinational corporation), the context was clear from day one: six international teams, distributed across more than 12 countries, tasked with solving highly complex technical issues on packaging machines installed worldwide.

Each issue was essentially a project of its own: different customer, different context, different operating conditions. A program like this cannot be managed with standard processes. It requires method - but also cultural sensitivity. Structure - but also adaptability. Agile - but real Agile.

And so began a four‑year journey.

PMProgetti's intervention: The starting point included six globally distributed teams, many cultures, and a single shared challenge. Teams were mixed: engineers, technicians, product specialists — people with very different backgrounds and mindsets. Two Scrum Masters, six Product Owners, separate backlogs, rapidly shifting priorities. 

The complexity wasn’t only technical. It was cultural. How do you create a shared language among people living in different countries, speaking different languages, with different professional habits? How do you build a common way of working when every team faces different problems?

Our approach: start from the foundations, together. We began with what we consider essential: training. Not theoretical training, but a practical path built around the real problems of the teams. 

We organized:

• Workshops to adapt Scrum to each team’s specific context
• Support for Product Owners in creating their Product Backlogs
• Setup and configuration of all backlogs in Jira
• Creation of shared Kanban Boards to improve communication between teams and with external suppliers

The goal wasn’t to “do Scrum,” but to build a common and sustainable working system that improved communication across teams.

Daily complexity: priorities, cultures, suppliers. Each team had its own Product Backlog because each customer had different needs. Priorities shifted frequently, and the most complex solutions required the involvement of external mechanical companies. To prevent teams from becoming isolated, we introduced:

• Regular cross‑team alignment meetings
• Full tracking in Jira: Product Backlog, Sprint Backlog, Retrospectives, Reports
• Flow analysis using Cumulative Flow Diagrams and Lean Analysis to identify the most critical issues

The goal was simple: make work visible, so it can be improved.

The roll‑out challenge: launching five more teams in four months. After the first team went live, the challenge was to launch the remaining five teams within four months. It was an intense effort, involving:

• Daily coaching
• Close support for Product Owners
• Facilitation of Scrum events
• Helping teams shift from a reactive approach to an iterative one
• Individual and team coaching

And we succeeded. All teams were launched within the expected timeframe.

Scrum and SAFe: coordinating without complicating. To manage inter‑team planning — especially when multiple teams worked on the same customer or the same machines — we integrated elements of SAFe and Nexus. Not to create bureaucracy. But to give teams a simple, structured way to:

• Align priorities
• Share dependencies
• Plan coordinated releases

This became one of the most appreciated aspects of the program, because it transformed complexity into collaboration.

Four years later: what truly changed? It wasn’t just the way of working that changed. It was the culture. Teams learned to:

• Collaborate across geographic boundaries
• Share problems and solutions
• Make faster decisions
• Manage complex backlogs
• Communicate more effectively with external suppliers
• Measure and improve their workflow

And above all, they learned to trust the process. The truth is: this wasn’t a program. It was a transformation. A transformation made of people, not tools. Of conversations, not procedures. Of small daily improvements, not big announcements. And for us, being part of this journey for more than four years has been a privilege.

The case: The client is a company in the mechanical engineering sector that decided to develop an IT system to manage the administrative activities of its maintenance technicians (over 1,000 technicians distributed across Italy).

The project was assigned to an ICT consulting firm that proposed an application based on a workflow‑management system.

The first phase of the project, which had followed a traditional plan‑driven (waterfall) lifecycle, had revealed several critical issues, and the relationship with the IT vendor had become strained. However, the system still needed to be completed, and the client had decided to implement a series of improvements to make it usable. There were many doubts - both on the client side and on the vendor side (the ICT consulting firm).

PMProgetti's intervention: After discussions with both the client and the ICT provider, we proposed changing the project approach and adopting a change‑driven (agile) lifecycle based on the Scrum framework. Neither the client nor the ICT provider had prior experience with Scrum. A certified PMProgetti consultant took on the role of Scrum Master.

The Scrum Master began by organizing a workshop to introduce Agile concepts, set up the project parameters (defining roles, Sprints, the Definition of Done, the Roadmap, the Product Backlog, etc.), and - most importantly - rebuild the project team by involving both the client and the ICT provider. At the beginning, doubts were many, and skepticism on both sides was strong and evident.

However, after the first two Sprints, the joint project team (client and provider) had overcome the main issues that had emerged in the previous phase: roles were clear, the agile management of change requests made the project more flexible, the quality of both the project and the product improved, the team was following the roadmap precisely and keeping its commitments, and requirements analysis had significantly improved.

The second phase of the project was completed on time and within budget, even while managing several unforeseen changes along the way. In the final retrospective, both the client and the provider (especially the provider’s team) were visibly satisfied with the results, and the client decided to continue working with the provider. One sentence from the client particularly struck us: “This project was simple, but we would never have achieved this result without this Scrum Master.”

The case: The client is a major player in the financial sector, accustomed to managing complex projects in a traditional waterfall mode - regulated, structured, and often slow by nature.

The greatest delays, however, came from a long and intricate decision‑making process that caused significant bottlenecks across projects.

At some point, the company made a decision that changed everything: moving software development to Agile. Not just a process update, but a shift in mindset, roles, and responsibilities. 

The initial request was clear: start with the Business Analysts, the first actors involved in every project.

PMProgetti’s intervention: Step 1: Building the Product Owners of the future. The company chose to begin at the heart of the Agile model: the Product Owner role. They asked us to train their Business Analysts, giving them a shared methodological foundation and guiding them toward the PSPO‑I certification. This marked the beginning of an intense, practical, and highly concrete journey. Within a few months, around one hundred professionals earned their certification. Not just an individual achievement, but a strong signal: the organization was truly changing.

Step 2: Growing Scrum Masters and Developers. For Agile to work, teams must be complete. They need Scrum Masters capable of guiding, facilitating, and protecting the teams. They need Developers who understand the rules of the game and know how to work according to Scrum principles. So we:
- supported the certification of around 40 Scrum Masters,
- trained over 100 Developers on Scrum guidelines.

At that point, teams began working in Agile for real: clear backlogs, regular sprints, retrospectives, continuous improvement. The transformation was no longer a project. It had become the new way of working.

The decisive step: creating an Agile Center of Excellence. Once the teams started running, the company realized it needed something more: a place that would safeguard the methodology, support managers, help the most complex projects, and ensure consistency and quality. It needed an Agile Center of Excellence. We built it together, integrating:
- Scrum guidelines,
- Agile Business Analysis practices from IIBA,
- PMI best practices for PMO structure.

We provided our certified consultants - PMO‑CP, Scrum, PMI, and IIBA - creating a solid, scalable, and sustainable model. The Center of Excellence became the reference point for the entire organization: a place where people learn, improve, and grow.

A collaboration that continues. Today, our partnership with the client continues. The company has made a significant cultural leap, but it keeps evolving, experimenting, and improving. And we remain by their side, helping them face new transformation challenges. Because Agile is not just a methodology. It is a way of thinking. And when an organization truly embraces it, everything changes.

The case: When one of the leading Italian companies in the telecommunications sector contacted us, they had a clear yet ambitious goal: to elevate their high‑potential Project and Program Managers, guiding them toward a new professional maturity that integrated advanced Business Analysis skills.
This wasn’t just about training people. It was about preparing the organization for the future.

PMProgetti’s intervention: The company had selected a group of 16 professionals — true "high potentials". They were already solid, experienced individuals, but they all shared the same desire: to evolve.

They asked us to guide them toward one of the most prestigious certifications in the world of Business Analysis: the CBAP®.

The challenge: turning a group into a community of excellence. We designed an intensive, rigorous, yet deeply human learning journey. These 16 professionals were not just participants - they became a class, a cohesive group that shared study sessions, discussions, doubts, and successes. The result? All 16 passed the CBAP® exam successfully. A milestone that strengthened not only their individual skills, but also the company’s confidence in its strategic vision.

The next step: creating a new corporate role. The success of the first initiative opened the door to an even greater challenge. The company wanted to evolve its operating model by introducing an innovative role: the Project Business Manager - a role capable of combining:

• the discipline of Project Management according to PMI standards,
• the depth of Business Analysis according to IIBA.

We worked side by side with the client to:

• define the professional profile
• build competencies and frameworks
• integrate processes and responsibilities
• support the cultural change.

An impact that goes beyond the company. The project didn’t remain an internal initiative. Its structure, vision, and results attracted the attention of the international community, eventually becoming a globally recognized case study.

The case: In one of the leading Italian players in the Energy & Utilities sector, Business Analysis is not just an operational function: it is a strategic lever to compete, innovate, and lead the market in the coming years.

For this reason, the company chose to invest decisively in its people, launching a development program dedicated to approximately 500 internal Business Analysts.

An ambitious project with a clear objective: understanding the current level of competencies and building development paths capable of turning potential into real value.

PMProgetti’s intervention: PMProgetti was involved from the very beginning to bring structure, methodology, and vision to this journey.

We started the project with an in‑depth competency assessment, designed to capture the current state in an objective and measurable way. To do this, we used the IIBA competency model, carefully adapted to the organization’s characteristics and strategic challenges.

The assessment was delivered through our proprietary web platform, MYPlatform, enabling hundreds of professionals to participate easily, guided, and fully digitally.

Once the data was collected and analyzed, we created a clear and shared map of the competencies present within the company.

From there, we designed a structured competency development plan, consisting of:

• targeted training paths to initiate the learning journey
• follow‑up activities to consolidate knowledge
• an evolutionary roadmap oriented toward future IIBA certifications.

The result: The company now has a precise and comprehensive picture of its Business Analysis competencies, along with a concrete, scalable growth path aligned with international standards. An investment that goes beyond training: it builds culture, strengthens the organization’s ability to innovate, and prepares it for the challenges of the coming years.

The case: When the Library of one of Italy’s leading universities decided to rethink its services, the starting point was both simple and powerful: how can we truly improve our users’ experience?

In a context where students, researchers, and faculty members experience the Library as a place of study, connection, and discovery, the Management chose to adopt Design Thinking to imagine new ways of responding to the needs of its academic community.

PMProgetti's intervention: PMProgetti was invited to support this innovation journey. We designed and facilitated a workshop spread across four half‑day sessions, bringing together a multidisciplinary team representing every area of the Library: public services, cataloguing, physical spaces, technology, and research support.

From the very first session, the atmosphere reflected the spirit of a shared challenge: different people, different skills, one common goal.

Following the Stanford University Design Thinking framework, we guided the group through an in‑depth analysis of the Customer Journey, observing every interaction between users and the Library with fresh eyes. This approach allowed us to uncover not only pain points but also previously unexplored opportunities.

Ideas that took shape. Throughout the workshop, several concrete and innovative proposals emerged, including:

• a complete redesign of study tables to enhance focus, comfort, and collaboration
• a new model for managing physical spaces, increasing overall capacity by 50%
• innovative tools to improve support for researchers
• initiatives to strengthen the Library’s visibility and its relationship with users

Each idea was built around real user needs, identified and understood through the Design Thinking process.

The impact: The most significant outcome was not just the list of proposed projects, but the cultural transformation that the journey sparked. The Library team experienced a new way of working together - more open, creative, and user‑centered. They also discovered a new approach to understanding their “customers” more deeply.

The experience was so positive that the organization decided to officially adopt the Design Thinking process as part of its internal innovation practices.

The case: The client is one of the leading Italian companies in the Energy & Utilities sector.

The organization, long committed to innovation, decided to take a decisive step: turning Design Thinking into a widespread, accessible, and actively practiced capability across the entire company.

Not just a training initiative, but a true cultural investment aimed at making innovation a daily habit.

PMProgetti's intervention: We supported the company throughout this ambitious journey with a practical and highly participatory approach.

We engaged more than 400 people in a structured program of experiential workshops, designed to let participants experience Design Thinking not as theory, but as a hands‑on method for generating value.

In just a few months, we delivered over 20 workshops across all company locations, creating a creative and collaborative environment where participants could work on real business challenges. We involved our experienced, certified Design Thinking instructors. Our distinctive strength - what has always set us apart - is our ability to integrate multiple disciplines to create unique learning experiences and maximize the value of the outcomes.

The results were remarkable, a rich database of innovative ideas, ranging from:

• new ways to engage with customers
• new business models
• new tools
• ideas to simplify and improve contracts
• initiatives to strengthen the corporate image
• solutions to increase efficiency in resource management
• ideas for generating energy more sustainably and enhancing existing plants
• projects to support ecological transition in urban areas
• concrete actions to reduce pollution
• improvements to internal processes
• innovative KPIs and dashboards

Several of these ideas have already been transformed into real projects, contributing to the improvement of products, services, and internal processes.

The case: When we first walked into the company, the atmosphere was a mix of enthusiasm and frustration.

The client - an important manufacturer of braking systems for trains - had just created its new Project Management unit. It was a long‑awaited strategic step. But, as often happens, the first months had raised more questions than answers.

The Project Managers were skilled (many of them certified) and highly motivated, yet a shared direction was missing. Projects were starting late, internal responsibilities were unclear, departments communicated in fits and starts, and meetings with the customer had become chaotic rituals that left everyone with more doubts than clarity.

It was clear that the company needed not just tools, but an integrated, shared methodology and a new way of working together.

PMProgetti’s intervention: At PMProgetti, we believe that every transformation begins with listening. That’s why we started with an in‑depth assessment of the organization: people, processes, documents, habits, strengths, and critical issues.

What emerged was clear:

• planning was fragmented (the absence of a WBS was a clear symptom of poor planning),
• project control did not follow a common model,
• internal and external communication was left to individual initiative.

This wasn’t a matter of “fixing” something. It required building a system.

Together, we selected a pilot project—one of the strategic ones—where every improvement would have an immediate impact. From there, we began working on three levels:

Quick Wins - immediate, concrete actions capable of producing visible results within weeks:

• a clear and shared WBS,
• defined and formalized roles and responsibilities,
• a simple, transparent reporting model approved by the customer.

Structural Interventions - the foundations of the new way of working:

• an internal communication model to avoid misunderstandings,
• an external communication flow that finally made customer meetings productive.

Operational Support - we didn’t just “advise”, we worked side by side with the Project Manager, applying the methodology together and adapting it to the company’s reality.

The Result, when method becomes culture: After just a few weeks, the pilot project began to change shape.
Meetings became more structured, responsibilities clearer, and the customer more satisfied.
The internal team started to see the value of the methodology—not as a constraint, but as an ally.

And then the moment we were hoping for arrived: the company decided to extend the new model to all projects. It was no longer “the pilot project.” It was becoming the new way of working.

Why This Story Matters? Because it highlights a simple truth: a Project Management department is not born mature. It is built, refined, and grows alongside the people who live it every day. And when the right balance between method, tools, and support is found, results always follow. Listening is - and always will be- the key to every effective solution.

The case: When the Quality function of a consulting firm specializing in System Integration felt the need to verify how closely its Project Management system was aligned with the ISO 21500 standard, a crucial question emerged: Are we managing our projects in the most effective, consistent, and internationally recognized way?

PMProgetti’s intervention: To obtain a clear answer, the company chose to rely on PMProgetti.

Our work began with attentive listening to the organization’s internal needs and day‑to‑day operational dynamics. From there, we launched a comprehensive assessment of the entire Project Management system, with the goal of evaluating not only its compliance with ISO 21500, but also the overall maturity of its processes and their ability to support the company’s growth.

To achieve this, we used our proprietary assessment model, developed through the integration of best‑in‑class international practices from PMI, IIBA, and ISO. This approach allowed us to analyze each area with methodological rigor while remaining sensitive to the company’s culture and operational specificities.

The added value came from the expertise of our consultants: professionals who understand ISO 21500 not only in theory, but also in its regulatory evolution, having directly contributed to the drafting of the related UNI standard. This experience enabled us to interpret the standard in depth and translate it into concrete, clear, and immediately actionable recommendations.

The outcome was an accurate picture of the current state, accompanied by practical suggestions that helped the company strengthen its Project Management system and move confidently toward full alignment with ISO 21500.

The case: There were more than 200 ongoing projects, four offices spread across Italy, and dozens of teams working every day to deliver technological solutions to their clients.

A major ICT company, accustomed to integrating complex systems, suddenly found itself facing a new challenge: bringing order to its internal knowledge and defining a Project Management methodology capable of supporting its growth and the newly launched quality certification initiative.

The issue wasn’t competence. It was dispersion. Valuable information lived inside individual teams, personal documents, chats, and emails. Every project was its own universe. And the company knew it couldn’t continue this way.

PMProgetti’s Intervention: When we stepped in, we began by listening. We observed the projects, spoke with the teams, analyzed workflows and resource competencies. To do this, we used our proprietary assessment tool, which allowed us to capture a precise picture of the context and the organization’s real needs.

From that picture, a simple truth emerged: the company needed a clear, shared, and sustainable Project Management methodology, and a Knowledge Management system that would enable people to truly collaborate- across offices and across projects.

From Chaos to Structure, the journey: We designed the project management methodology using a phased approach based on continuous improvement. No sudden revolutions: we started with quick wins, those small, immediately useful interventions that help teams breathe and quickly demonstrate the value of change. In parallel, we analyzed the main Knowledge Management platforms available on the market. We evaluated them by comparing functionality, scalability, integration, and usability.

The choice became clear. And from there, implementation began:

• definition of the corporate Knowledge Management system,
• configuration of a Team Collaboration tool.
• support for project teams in adopting the new model.

The Result, Knowledge that finally flows: Today, the Knowledge Management system is used by more than 2,000 people. The value is clear: from chaos to collaboration. The Project Management methodology has become a shared reference point—a common language that unites teams and offices. The company not only achieved its quality objectives but also built a solid foundation for future growth, with greater awareness and far less dispersion.

The case: The cruise industry was undergoing a profound transformation. New opportunities, new competitors, new business models. For our Client — an internationally recognized tour operator — this meant one thing: they needed a clear strategy and the ability to select and govern the right portfolio of initiatives to continue growing.

It was at this moment that they called us. The company wanted to establish a solid, credible PMO capable of becoming a true engine of transformation. And they asked us to help them build the Business Case for the new business model and the PMO, ensuring it would be launched the right way.

PMProgetti’s intervention: We began by supporting the IT PMO Director with one of our Senior Program Managers. Not with a theoretical approach, but with our PMO Assessment methodologies, based on internationally recognized maturity models.

Before proposing solutions, we analyzed processes, competencies, and decision-making dynamics. We assessed the organization’s maturity level in Business Analysis and Project Management.

The result was clear: the company did not need a simple operational PMO, but an Advanced PMO, a true Center of Excellence deeply integrated with the business side.

From there, we launched a structured continuous improvement journey, articulated in three phases:

• Readiness - Business Model and PMO Strategy
• Implementation - Quickwin Projects
• Sustainability - Assessment & Improvement.

We then initiated the first phase by defining the PMO strategy:

• AS IS Analysis
• TO BE Analysis
• Detailed Gap Analysis.

From this work, the TO BE PMO Model was created, accompanied by three alternative scenarios in terms of:

• Organizational structure
• Functions and responsibilities
• Key roles
• Required FTEs
• Mix of Project Managers and Business Analysts.

We then developed the PMO Implementation Plan and the Business Plan, analyzed benefits and costs, defined the three-year budget for each scenario, and presented the full Business Case to the Steering Committee.

In parallel, we defined:

• the Portfolio Management Governance approach
• the Project Management Base Kit, including essential processes and tools
• a dedicated training path for the PMO team.

The value created: a PMO that becomes a strategic asset. At the end of the journey, the Client did not just have a Business Plan.
They had a clear vision, a sustainable organizational model, a concrete roadmap, and a trained team ready to implement it.

And this is exactly what makes us most proud: helping an organization build the foundations to govern its future with autonomy and confidence.

The case: When we first entered the Client’s headquarters — one of the most dynamic international players in the Insurance sector — the atmosphere was filled with anticipation. The company had just launched an ambitious Transformation Program, an investment of over 50 million euros aimed at redesigning processes, systems, and internal culture. At the heart of it all was the implementation of the new SAP ERP, a profound change impacting every business function.

The General Manager, together with the IT Director and Business Leaders, had a clear need: they required support from a strong, competent PMO capable of governing complexity, suppliers, budget, and timelines. They needed someone who could bring not only methodology, but also clarity, presence, and the ability to guide people through change.

PMProgetti’s intervention: We supported the Client’s Program Manager with two senior, highly experienced Program Managers — not to replace him, but to build together a solid, credible PMO recognized across the organization. The overall Program PMO included 10 people, a mix of experienced Project Managers and younger professionals.

We observed dynamics, gathered needs, and understood concerns and expectations. Because a PMO is not just a set of processes: it is a point of reference, a place of clarity, a pillar of trust.

Then we began to build:

• Business Case: defining the business case and the key indicators for program benefits.
• PMO Structure: roles, responsibilities, decision-making flows, governance.
• PMI Methodologies adapted to the real context, not imposed from above.
• Planning, monitoring, and communication tools that were clear, shared, and sustainable.
• Supplier coordination and monitoring of SAP and non-SAP projects.
• Continuous support to the Program Manager and Project Managers, becoming a true “control room” for the program.

Our work was not only technical. It was about supporting people, providing confidence, and turning complexity into direction.

Two years of growth - and a result we are proud of. We supported the Program for two years, guiding the organization through two crucial phases of the transformation. During this period, we trained internal resources step by step, ensuring that the PMO became an asset of the company - not of the consultants.

And the most rewarding moment came at the end: the third phase of the Program was managed entirely by the internal PMO, independently. The PMO was taking responsibility for all corporate projects.

For us, this was the strongest sign that the work had been done well. We had not only supported a complex Program — we had left the organization stronger than we found it.

Why this experience matters: Because it shows that a PMO is not a cost, nor a formality. It is a value accelerator.
It is what enables a company to truly transform without losing control, energy, or vision. And when a client is able to walk on their own, it means we have delivered exactly what we promise: building capabilities, not dependencies.

The case: The client is one of the leading companies in the insurance sector. They had just launched an ambitious program aimed at improving the efficiency of the entire Claims management area. The initiative covered everything: a new claims management IT system, compliance with CARD regulations, the reorganization of adjusters’ and agencies’ activities, and the introduction of new hardware tools.

Twelve workstreams, dozens of people involved, tight deadlines, and interdependent activities. The Program Manager needed a strong organizational structure capable of bringing order, method, and direction to such a complex mosaic. And this is where we stepped in.

PMProgetti’s intervention: Our mission was clear from day one. We had to launch and manage a first-level Program Management Office, the Project Office that would support the Program Manager on a daily basis.

We started from the foundations, because an effective PMO is built on solid processes:

• definition of project initiation, planning, execution, monitoring, control, and closure procedures
• structuring coordination processes across the various workstreams
• creation of a clear, transparent, and sustainable communication system
• reporting models designed to give the Program Manager and Steering Committee an immediate and reliable view of progress.

Then we built the tools: templates, formats, operational documents. Not just files, but a shared language enabling everyone to work with consistency and clarity.

Daily management: becoming the point of balance. Throughout the 14 months of the program, our PMO became the gravitational center of the initiative. We organized coordination meetings, prepared materials for senior management, monitored progress, and managed critical issues. We acted as a bridge between the 12 workstreams, ensuring that every piece of the puzzle aligned at the right moment. With more than 50 people involved, the PMO became the place where everything found order, communication was managed, and plans and status reports were constantly updated.

The value created: a PMO that shapes transformation. At the end of the journey, the client didn’t just have a functioning Project Office. They had a clear governance system, mature processes, shared tools, and a Program Manager supported by a solid and reliable structure. Most importantly, they had a program that advanced with method, vision, and control. And this, for us, is the true value of a PMO: not just managing projects, but enabling transformation.

The case: The client was facing a once‑in‑a‑generation challenge: a major contract for the construction of several high-speed trains, a program that would engage the company for the next ten years. A massive project involving three manufacturing companies, with sites in Italy and abroad. A complex machine made of engineering, logistics, suppliers, deadlines, and tightly interwoven responsibilities.

The Program Manager knew it well: to govern a project of this scale, solid, methodological, and reliable support was essential. They needed a PMO capable of turning complexity into direction.

PMProgetti’s intervention: We supported the client with a Senior Project Manager experienced in large industrial programs. His first task was not to “execute,” but to build: to create a project PMO that could become the operational and methodological arm of the Project Manager.

Together, we set up the three fundamental phases:

• Project initiation, with clear objectives, defined roles, and a shared scope
• Planning, following PMI international standards, with roadmap, milestones, risks, and dependencies
• Control, through tools and processes enabling the monitoring of progress, costs, suppliers, and critical issues.

We selected the most suitable software tools, defined the project management methodology, and created a governance system that allowed the Project Manager to always have a complete and reliable overview.

But we didn’t stop there. From the very beginning, we chose a clear approach: we didn’t want to create dependency - we wanted to build capability.

We trained several internal resources step by step, helping them become an integral part of the PMO. We supported them in daily activities, meetings, supplier management, data interpretation, and problem-solving.

After about a year of close collaboration, the result was clear: the client was fully able to manage all Project Management and PMO activities independently. The project continued its journey, now supported by a strong, aware, and capable internal structure.

The value created: a PMO that leaves a legacy. This experience reminded us of a simple truth: a PMO is not just a set of processes - it is an accelerator of capability. After more than two years of work, we left the client not only with tools and documentation, but with a new way of working, a management culture, and a trained team. And above all, the confidence to face a decade-long project with method, vision, and autonomy. And that, in the end, is what makes us most proud.

The case: When we were called by one of the leading Italian companies in the Telecommunications sector, the situation was clear: the Group was undergoing a phase of profound transformation. New efficiency goals, processes to rethink, legacy systems to replace, and an entire organization to accompany toward a new way of working.

A complex, ambitious program with high strategic visibility.
The challenge: transforming processes, people, and technology enterprise wide. The company had launched a Change Management initiative combined with the implementation of a new ERP system to integrate functions, streamline activities, and support the new organizational structure.

The Program Manager needed an experienced partner capable of bringing method, vision, and concrete tools to govern such an articulated initiative. They needed to build a solid Program Management Office.

PMProgetti’s intervention: From the very beginning, we worked side by side with the Program Director and the Program Manager to build the PMO and shape the entire governance system of the program. A PMO of 10 professionals, all experts in project management.

We contributed to:

• defining the methodological approach required by the Parent Company, based on PMI program and project management guidelines integrated with IIBA business analysis practices
• structuring the Program Management Office by developing a business case demonstrating its value and defining performance KPIs
• setting up the main program management plans, including a Program Masterplan integrated with the individual project plans

In parallel, we launched a continuous coaching and training path for the Project Managers of the individual projects (10 project streams). Through dedicated workshops, we supported them in building the program and project WBS, defining responsibilities (OBS, RBS), planning activities, and monitoring progress. Requirements gathering and management proved to be crucial for the success of the program.

Technology and methodology at the service of governance: To ensure effective and transparent management, we implemented Primavera Enterprise as the central Program Management tool. This enabled the organization to:

• align project plans
• constantly monitor milestones and deadlines
• generate clear and shared performance indicators
• promptly activate preventive and corrective actions.

Our focus was especially on medium- and short-term planning, where precision, coordination, and the ability to anticipate risks make the difference.

The result: a methodology that becomes corporate heritage. The greatest value of our intervention was not only steering the program in the right direction, but leaving the company with a replicable management model. The methodology developed together is now used in other programs and projects across the Group, becoming a true accelerator of efficiency and organizational coherence.

The case: When the Library of one of Italy’s most prestigious universities contacted us, the request was clear: they needed a new way to manage their projects. Not just a set of tools, but a true point of reference capable of bringing order, method, and support to initiatives that were growing in both number and complexity.

The context was typical of academic organizations: strong technical expertise, a deep sense of service, but limited familiarity with structured Project Management practices. The risk? Projects moving slowly, scattered information, unclear responsibilities, and demotivated Project Managers.

It was time to build a PMO that could give structure to projects and provide dignity and visibility to Project Managers.

PMProgetti’s intervention: We supported the client with a Senior Project Manager certified PMI-PMOCP and SPS (Scrum.org), who designed and implemented the PMO starting from a fundamental principle: the methodology must adapt to the organization, not the other way around. We applied methodological guidelines from PMI standards and Agile frameworks for scaling Scrum at the enterprise level.

Together, we:

• defined roles and responsibilities within the projects
• built a lightweight, practical Project Management methodology strongly inspired by Agile approaches
• introduced simple, easy-to-use tools: a document management system to centralize information, an agile planning tool to manage backlog, priorities, and progress

The goal was not to create bureaucracy, but to make projects clearer, faster, and more collaborative. Not "paperwork" but "results".

Growing people, the true heart of the project. A PMO is not just processes and tools. It is, above all, skills. For this reason, we worked side by side with the Library’s Project Leaders, guiding them through a continuous development journey.

Through workshops, hands-on coaching, and structured discussions, we helped them:

• plan more effectively
• manage priorities and dependencies
• monitor progress
• communicate better with stakeholders and teams
• collaborate with each other, creating a true community of Project Managers.

The impact was immediate: greater awareness, more autonomy, and a much smoother project delivery process.

A pilot that becomes a model. The PMO began as a pilot on an initial group of initiatives.
But the results spoke for themselves: more order, more transparency, and a stronger ability to complete projects successfully.

For this reason, the university decided to extend the model to all Library initiatives, transforming the PMO into a genuine enabler of internal innovation.