The biggest change was organizing the way we launch and run projects. Instead of manually assembling schedules and constantly correcting data, we now have a clearly defined pipeline, operating rules and much greater automation in planning. As a result, technology, design and production work on one consistent model, and new projects can be prepared faster and with much lower risk of errors.

With so many active projects underway, our biggest problem was not a lack of data, but the lack of one clear picture of the situation and clear decision-making rules. Implementing the new management model helped us organize priorities, increase portfolio predictability and respond faster to overloads and risks. Today we not only have better control over execution, but also a much stronger foundation for further scaling the organization.

Previously, a large part of PMO work involved manually collecting information, correcting statuses and tracking exceptions. Today the process is based on a steady cadence, clearly assigned responsibilities and automatic comparison of data from different sources. As a result, we can see faster which projects require decisions, where deviations appear and what the team should focus on. PMO is no longer a reporting center, but real support for execution.