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.