Programme Management & PMO
Programme leadership and PMO set-up that bring governance, benefits tracking and clear portfolio reporting to complex change.
Netox Delivery
Programmes delivered with control and clarity
We lead programmes, projects, products and change for organisations in transition. Our senior team brings structure where it is missing and pace where it has stalled, then hands over a capability that lasts.
01Overview
Structured delivery, led by senior practitioners
Transformation fails most often on delivery, not intent. We provide the leadership, governance and discipline that turn strategy into outcomes, whether you are launching a new programme or steadying one that has drifted.
Our work spans programme management and PMO set-up, project management and recovery, product management and organisational change. We apply recognised methods pragmatically, scaled to the size and risk of each initiative.
Where you need it, we mobilise a dedicated team that takes full ownership of delivery, from mobilisation to handover. We work through Discover, Define, Design, Deliver and Improve, and we leave your people able to run what we build.
02Services
Delivery services
Each service can be engaged on its own or combined, delivered by senior practitioners from Netox Delivery.
Project Management & Recovery
Experienced project managers who deliver to plan, and recovery specialists who stabilise troubled projects and return them to a credible baseline.
Product Management
Product leadership across discovery, roadmap, launch and product operations, so teams build what users need and organisations can measure value.
Change Management
People-focused change management covering stakeholder engagement, adoption, organisational change and training, so new ways of working take hold.
Interim & Fractional Leadership
Senior programme and transformation leaders on an interim or fractional basis, mobilised quickly to lead critical change or fill a leadership gap.
03What a Netox team looks like
The team we mobilise
Each team is shaped to the engagement. These are the roles we typically bring together for delivery work.
- 01
Programme Director
Accountable for programme outcomes. Sets direction, chairs governance and keeps senior stakeholders aligned on scope, benefits and risk.
- 02
PMO Lead
Designs and runs the programme office: planning, reporting, RAID management, financial tracking and assurance across the portfolio.
- 03
Project Manager
Plans and controls individual projects, manages dependencies and suppliers, and delivers agreed scope to time, cost and quality.
- 04
Product Manager
Owns discovery, the roadmap and prioritisation. Connects user needs to delivery and guides products through launch into operation.
- 05
Change Lead
Plans stakeholder engagement, communications, training and adoption so that new ways of working take hold and benefits are realised.
- 06
Business Analyst
Maps current processes, defines requirements and target operating models, and makes sure what is built meets the business need.
04Engagement models
Ways to work with us
We agree the model that fits your risk, timescale and internal capacity. Many clients start with one and move to another as needs change.
01
Dedicated managed team
We mobilise a complete delivery team that takes full ownership of the programme or project, from mobilisation to handover, under agreed outcomes and governance.
Suited to: Organisations without spare delivery capacity, or those needing a defined outcome owned end to end.
02
Interim and fractional leadership
A senior programme director, PMO lead or change lead joins your organisation full-time or for set days each week, working within your teams.
Suited to: Leadership gaps, programmes in early set-up, or boards wanting senior oversight without a permanent hire.
03
Project-based, fixed scope
A defined piece of work with clear deliverables, timescale and fee, such as a PMO set-up, project health check or recovery plan.
Suited to: Discrete needs with a clear brief, where predictable cost matters.
04
Retained or framework support
Ongoing access to our delivery practitioners through a retained arrangement or an existing procurement framework, called on as priorities change.
Suited to: Portfolios with a steady pipeline of change and public bodies buying through frameworks.
05Methodology
Recognised methods, applied pragmatically
We draw on established frameworks and tailor them to your context. The aim is control and clarity, not process for its own sake.
- MSP (Managing Successful Programmes)
- We use MSP principles to structure programmes around a clear vision, a blueprint of the future state and a managed benefits profile, with governance proportionate to the risk.
- PRINCE2
- For projects that need firm control, we apply PRINCE2 concepts such as a sound business case, defined roles, management stages and tolerances, without excess documentation.
- Agile and Scrum
- Where outcomes are uncertain, we deliver iteratively in short cycles, with a prioritised backlog, regular reviews and working increments. We combine agile delivery with programme governance where needed.
- APM Body of Knowledge
- We use the APM Body of Knowledge as a common reference for planning, risk, stakeholder and benefits management, giving teams a shared language for professional practice.
- Prosci and ADKAR
- We use the ADKAR model to plan and measure individual change: awareness, desire, knowledge, ability and reinforcement. It shapes our communications, training and adoption tracking.
06Case study
Recovering a stalled transformation programme
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Client: [Client name or anonymised descriptor, e.g. A UK university]
An illustrative engagement in which we stabilised a delayed digital transformation programme, reset governance and restored delivery confidence.
The challenge
A multi-year transformation programme had slipped behind schedule, with unclear ownership, inconsistent reporting and growing concern among senior sponsors.
Read the full case studyResults
- Programme returned to an agreed baseline within [X] weeks
- [X]% of milestones delivered to the revised plan
- Benefits profile defined and tracked against [X] measures
- User adoption increased to [X]% within [X] months of go-live
07FAQs
Questions clients ask
Can you take over a project that is already in trouble?
Yes. We start with a rapid health check covering scope, plan, budget, risks and governance. We then agree a recovery plan with sponsors and either lead the recovery directly or support your team to deliver it.
Do you only work with one methodology?
No. We apply MSP, PRINCE2, Agile and change frameworks according to the nature of the work. Many programmes combine approaches, such as agile product delivery within stage-gated programme governance.
How quickly can you mobilise a team?
It depends on scope and seniority, but we aim to agree a mobilisation plan within days of a confirmed brief. Interim leaders can often start sooner than a full managed team.
Will our own staff be involved?
Yes. We work alongside your people and plan knowledge transfer from the outset. Our aim is to leave you with the governance, tools and skills to sustain the outcome after handover.
Can you set up a PMO from scratch?
Yes. We design the PMO around your portfolio and decision-making needs, covering governance, reporting, planning standards, RAID management and benefits tracking, then run it or hand it to your team.
Do you work with public sector organisations?
Yes. We support public bodies and education institutions, and we can work through existing procurement frameworks where they apply. We understand the governance and assurance these environments require.
Netox Delivery
Discuss your requirements
Tell us about your programme, project or change initiative. A senior member of our delivery team will respond to discuss scope, timing and how we can help.
- We respond within one working day.
- One New Change, St Paul’s, London EC4M 9AF