Goal

What the client needed to achieve

A large not-for-profit health system engaged Sendero to transform and operate its IT project management office (PMO) through a Consulting-as-a-Service model. After experiencing inconsistent performance and limited visibility from a previous managed service PMO provider, the client needed a scalable, consistent, and measurable framework to manage hundreds of active IT initiatives. Sendero was tasked with rebuilding the PMO into a dependable, flexible model that delivers consistent results and adapts to changing priorities.

Results

Structured delivery, measurable outcomes

250+

active projects managed at any given time across the IT portfolio

100%

on time and on budget performance sustained for multiple months

55+

project managers staffed and managed by Sendero

Delivery

How Sendero delivered

Sendero designed and now operates the client’s PMO-as-a-service model — taking full ownership of staffing, governance, delivery, and performance outcomes. This model is designed for both scalability and flexibility, providing the structure of standardized processes with the agility to adapt to dynamic business needs.

Highlights:

Established a five-year PMO-as-a-Service engagement, providing end-to-end ownership of PMO operations and delivery outcomes
Standardized workflows and reporting to create consistency across projects
Matched project managers to initiatives based on real-time needs
Introduced clear performance tracking and monthly SLA reviews
Achieved three straight months of 100% on-time, on-budget project delivery

Practice

Building a scalable, adaptable model for long-term success

By transforming the PMO into a managed, service-based function, Sendero delivered a blueprint for reliable, adaptive, and measurable project delivery. The model’s balance of governance and flexibility allows the client to meet shifting priorities while maintaining consistent execution — creating a foundation for long-term success across the enterprise.

Key Contacts