PMO Set-up & Manage

Sector: Banking and Insurance

As a result of an increased number of projects, a Belgian financial player on the Belgian market required a centralised and structured project management approach. Due to a lack of transparency, prioritisation and structure, projects were running over budget and were not delivered on time. By setting up a central lead PMO (Project Management Office) and introducting a clear consistent project management methodology tailored to the customers’ needs, Projects were delivered better, faster, more cost controlled and with higher quality and cheaper. Supported by the necessary change management process, we succeeded to execute projects according to a clear methodology.

PM Training

Sector: Interest organiszation for enterpreneurship 'the business community'.

This organisation represents the interests of more than 18.000 Flemish entrepreneurs. In collaboration with ProjectPolis various practical formation courses in the area of Project Management were organised:

  • "Basic training: Project Management" provides in 2 half days inside in the essence of project work.
  • "Project management in practise" conveys in 2 days essential Project Management techniques and knowledge areas, needed to manage projects in a structured and qualitative approach.

All our courses are supported with tips & tricks, instruments and templates, as well as practical examples tuned and made as relevant as possible for the trainees. The material can be immediately applied in their working environment.


Sector: Banking (Dutch market)

A retail bank, active on the Dutch market, was acute exposed to a credit risk (bankruptcy) of their IT-retail banking application supplier. Therefore, a big challenge was experienced in setting up a whole new banking operational platform.

ProjectPolis was contacted to manage this budget-, quality- and time-critical project. In addition to a new supplier software implementation, the introduction of new business processes (Procure-to-Pay, Accounting & Order-to-Cash) and a full Application Life Cycle Management were introduced. This project with a critical amount of change effects, required a strict governance with a structured communication plan to get buy-in from all the internal and external stakeholders. Supported by a structured change and risk management, this high risk project became a success, as the retail customers client did not encounter any inconvenience of this change in operational platform.

Infrastructural Enhancements

Sector: Media and Technology

The graphical unit of a big national broadcaster needed to migrate from an outdated IT infrastructure to a high performance Apple hardware platform to stay competitive in this turbulent technological era. Old systems were managed ad hoc and every system was unique, with the consequence of operational risks adn downtime, including potential failure to meet the agreed SLA’s.

After a technical- and functional analysis of all operational tools and workflows, a new multi-platform management tool was introduced in combination with sustained end- user equipment. This implementation was executed in a controlled environment in close and transparent communication to all project stakeholders. We focused also on the end user and organisation benefits. A proper trainingsplan was set-up and givento all impacted stakeholders, in combination with in depth documentation and procedures before the go-live of the project. 

Back office platform migration

Sector: Telecom & Cable Industry

At a major national telecom operator, an inefficient information-distribution to the end-customer needed to be replaced. Due to the complexity of the ‘AS IS’ (multiple vendors and complicated information streams), ProjectPolis was hired to manage this project.

To support the ‘TO BE’ information workflow landscape, new back office hardware-systems were required and a new more efficient workflow was necessary to get information to the end-customers. This multivendor project made it technically very complex and needed to be managed very closely. Meeting the deadlines was very critical, as it had a lot of dependencies with other strategic projects.

ERP-implementations (SAP, Oracle, ...)

Sector: Retail and FMCG

Because of a lot of organisational inefficiencies and lack of transparency of operational and management information, a local retail distributor of industrial pumps made the decision to purchase a new and more comprehensive business process management system.

The previous business system consisted of an accounting-only package and a stand alone CRM- tool to track the sales opportunities. As a result of the these separate, non-integrated systems, the company wasn’t able to accurately and effectively get information across the various business processes.

ProjectPolis was selected to lead this end-to-end project. After identifying the ‘As Is’ and the ‘To Be’ business processes, the next step was to guide and manage the RFI & RFP selection process in order to select an contract the most appropriate application and reseller. ProjectPolis also steered the planning, the execution and the closing phase.

The implementation of ‘SAP Business One’, as CRM and ERP tool, made it possible to bring the organisational efficiencies and automated business processes, in order to provide the proper operational and 360° management information.

In addition ProjectPolis took the lead in the Change Management activities and re-organisation of the business to reach maximal customer centricity. 

Sector: Telecom and Cable

A major Telecom and Cable company wanted to move from standalone applications to an ERP Oracle integrated system for its supporting processes.

ProjectPolis played the role as business project manager in order to implement the finance, procurement, supply chain, human resource and service contract processes in this new ERP environment successfully.


Sector: Telecom & Cable Industry

In order to optimize the supplier-invoice flow within the AP (Accounts Payable) department, this telecom partner decided to launch an e-invoicing project in order to introduce a paperless invoicing process.

ProjectPolis started the project management track by building-up the project team with representatives of the key-stakeholders and by helping to define the objectives in a ‘smart’ way (e.g.: Reduce the number of postal invoices by x% by the end of the year in order to reduce invoice handling cost by x%)

Together with the project team the most sustainable solutions were mapped and an approach (IT-implementation, supportive 3th party solutions, ...) was defined to achieve the objectives.

In order to make this project successful, a profound stakeholder analysis was executed (power/ interest matrix). The results of this exercise gave us the opportunity to build-up a tailored communication plan.

Product Launch

Sector: Telecom

Due to the pursuit of continuously improvement of the digital customer experience, a new CPE-device (Customer Premises Equipment) needed to be launched. An important extra business objective was to launch this product under a new business model (VMI = Vendor Management Inventory) in order to optimize the inventory cost.

The biggest challenges for this successful project were:

  1. Vendor-/ risk management
  2. On-time and quality delivery (SME-resources; Product Life-Cycle setup)
  3. Organisational readiness and Go-To-Market (Communication: install, commercial model, after-care)
  4. Budget governance (Finance-controlling: evolution in inventory cost-reduction)
  5. Contractual (align on the VMI-business model to all suppliers, incl. 3th parties)

Wholesale Project ‘Opening the Cable'

Sector: Telecom and Cable

A leading Telecom and Cable company was regulated to open its cable for other licensed operators (OLO).

As there was no worldwide precedent on this scale and almost no reference cases existed, it was a highly challenging program. ProjectPolis was asked to manage and governance this complex Wholesale Program and to coordinate the activities and of the different internal stakeholder teams (eg. Management, Business processes, Engineering, IT, Pricing, Service Assurance, Finance, Reporting, Legal and Regulatory teams) and external stakeholders (Regulator, EU commission, Lawyers, IT,.). 

Scope of the program was the ability of other licensed operators to use our Clients’ network to supply their customer-base with analog and/or digital signals, broadband and iDTV connection in a wholesale concept.

ProjectPolis executed this program successfully in order that the solution and the processes from our Client were compliant to the regulation, as well as be able to plug in an interested other licensed operator and to receive and handle orders from them.

Project Coaching

Sector: Non-Profit - Art Museum

Customer Testimonial: "The re-opening of the Royal Museum of Fine Arts in Antwerp in September 2019 is a huge program consisting of 57 separate projects, divided in 12 programs: from rebuilding the entire building to moving about 5000 of art works back to the museum, to a national and international communication campaign, to a completely new ICT infrastructure... We hired ProjectPolis to coach our Program Manager in developing and implementing a project organization and –communication and set up a reporting system. Apart from a solid theoretical basis, many templates and pointers useful in day-to-day practice were offered. The process was really satisfying due to the open and client centered approach of ProjectPolis, which allowed us to find a Project Management methodology suiting the specific needs of our organization."

Program Management

Sector: Public sector - Flemish Government

Because of an unstable and outdated ICT-environment and inefficient, error prone core processes, an agency that is part of the Flemish Governement decided to start an ICT-program. This program needed to focus on the transition of the agency towards a secure and mobile digital working space.

ProjectPolis was contacted for establishing and coordinating the ICT-program, starting with the development of an ICT-roadmap. The ICT-roadmap consisted of numerous projects such as the migration of the existing Outlook and Sharepoint-environment towards a cloud-solution, the implementation of an ICT-helpdesk, the roll-out of Project Online for automating and structuring projects and planning resources within the agency, and the automatization of the core business processes.

In addition to managing the ICT-program, ProjectPolis increased the project management maturity level within the agency by implementing project charters and project status reports for all internal projects. ProjectPolis was also actively involved in ICT-governance boards, customer panels and focus groups within the Flemish Government.

PMO - Process Analysis

Sector: Telecom

ProjectPolis was responsible for several PMO-tasks, such as setting up projects in Clarity and Fusion, resource allocation, follow-up on program level, administration, … ProjectPolis assisted in the analysis and set-up of processes concerning GDPR and Privacy. Finally, we gave input for a GDPR/Privacy-training for internal employees.

Visio, Clarity, Powerpoint and Excel. Using analytical skills to spot process optimisation opportunities. Using communication skills to write out processes and trainings. GDPR-knowledge.

Cases Financial sector

ECP - Enterprise Content Management

Problem statement

Transition from a paper to a digital bank.

  • Centralize document output to digitally disclose documents to clients & branches


Elimination of manual paper flows via:

  • Inbound: select (RFP) & implement a platform to process incoming document flows

  • eArchive: select (RFP) & implement a central electronic archive

  • Outbound: rationalization, redesign and centralization of approximately 1500 outgoing documents & disclosure to all (digital) channels

Our contribution

Program management

  • Design roadmap, governance

  • Project management in a hybrid environment (Waterfall – Agile)


  • 5 Mio EUR

  • 6 projects (Waterfall/ Agile)


MiFID II – Markets in Financial Instruments Directive (II)

Problem statement

Implement MiFID II regulations (regulations)

  • Revision MiFID I (2004-2007)

  • Lessons learned from the financial crisis for better management of the financial markets.


  • Better investors protection

  • Promoting fair, transparent, efficient and integrated financial markets

  • More obligations regarding organizational structures and governance

  • Better coordination of regulations in the EU Increased competition in the financial markets (best execution)

  • Improved supervision both nationally and EU

Our contribution

  • Program management

  • Project Management (manage scope schedule, budget, quality)


  • 8 Mio EUR

  • 5 projects (Waterfall)


Contact Center Software

Problem statement

End-of-life Contact Center software needs to be replaced by a new platform:

  • connecting to future tooling for unified communications (Skype for Business).

  • allow more innovative functionalities in the long term


  • Select & implement a new platform for handling incoming & outgoing ‘contacts’ (voice, mail, video, chat) with customers & branches

Our contribution

  • Support RFP-selection process (integrator & tool)

  • Approach: Waterfall project management


  • 0,75 Mio EUR

  • Teamsize: 10 FTE’s


Online Fraude

Problem statement

Increasing trend in phishing and fraudulent transactions on customers' bank accounts. To counter this, all kinds of tools are used that monitor transactions and intercept and signal suspicious activities.…


Select & implement a fraud detection tool to:

  • analyze online bank transactions in real time;

  • execute a risk assessment based on predefined parameters

Set up an operational process  & governance to handle and following up on:

  • potentially fraudulent transactions

  • further development of fraud rules in relation to the evolution of phishing techniques

Our contribution

  • Support RFP-selection process (supplier & tool), strictly manage non-functional requirements (performance, real-time monitoring)

  • Approach: Waterfall


  • 2,5 Mio EUR

  • Teamsize: 15 FTE’s


Mobile banking application

Problem statement

  • Re-design the mobile-app and integrations with the banking backbone to speed up ‘customer’ delivery


Expand the mobile banking app into a fully-fledged banking sales channel

  • UX-re-design (Voice of the customer/ customer experiences)

  • IncreaseTime-to-Market for customer delivery (new features)

    • ‘Safe’-rollout (Scaled Agile Framework)

  • Expand digital product-offer

Our contribution

  • PMO-support:

    • support program manager/ digi-wave director

    • budget follow-up

  • Support safe-implementation

    • Scrum Master-role: enforces the Scrum process (Support, communicate, …) & coordinate with other teams on the ART-train


  • Program team 75 FTE