Programme &
project
management.
One accountable owner: the person who owns the plan, the risk and the outcome.
Service pack/Commercial in Confidence
Contents
What we’ll cover.
The proposition
One accountable owner.
Complex delivery fails in the gaps between vendors, workstreams and dates.
A single owner closes those gaps and keeps everyone honest.
One plan
Every workstream on one programme, with dependencies visible and owned.
Risk managed
Risks surfaced early and mitigated, rather than discovered at go-live.
Honest reporting
Status your stakeholders can trust, in the detail they need.
Accountability
One owner across every party.
The discipline
Initiate to close, under control throughout.
Ways of working
Our toolkit. Your standards.
We bring a PMO toolkit that works from the first week. Where you already have a method, tools and meetings, we run inside them.
The Optronix PMO toolkit
- Programme planBuilt from real lead times, maintained weekly, honest about float.Slide 07 →
- RAID logRisks, assumptions, issues and dependencies, each one owned, dated and reviewed.Slide 09 →
- Reporting packOne page your executives read, backed by the detail your engineers need.Slide 10 →
- Change controlScope changes priced and agreed before they happen, not discovered in the invoice.Slide 09 →
Your governance, respected
- Your methodologyPRINCE2, agile, stage gates or your own in-house approach. We run inside it.
- Your toolsYour PMO stack, your templates and your cadences, where they exist.
- Your stakeholdersWe manage upwards and outwards on your behalf, speaking with your voice rather than over it.
Where there is no standard on your side, the Optronix toolkit becomes the standard for the programme.
Planning and scheduling
The programme, workstream by workstream.
An illustrative programme for a data hall fit-out and migration. Yours is built from the surveys and the dependencies on your side.
Governance
A governance rhythm people can plan around.
A typical rhythm, set to your governance. Where these meetings already exist on your side, we run inside them.
Risk and change
Every risk owned, scored and reviewed.
Example log. Risks logged and mitigated, and change controlled, so nothing surprises anyone at the end.
- Change requested
- Cost, time and risk assessed
- Priced
- Agreed before work starts
- Baseline updated
- No work starts before this step
Reporting
One page your executives read.
Summary
Site works and racks are on plan. The network core switches are forecast a week late from the OEM, so network core live moves to week 29. The week is recovered in commissioning and Gate 3 holds its baseline date. One decision is needed this week.
Workstreams
| Schedule | Cost | Risk | Trend | |
|---|---|---|---|---|
| Governance and design | → | |||
| Procurement | ↘ | |||
| Build and commissioning | ↘ | |||
| Site works | → | |||
| Migration | → | |||
| Service transition | ↗ |
Milestones
| Baseline | Forecast | |
|---|---|---|
| Gate 2, baseline approved | Wk 12 | Done |
| Racks and cabling on site | Wk 21 | Done |
| Core switches on site | Wk 24 | Wk 25 |
| Network core live | Wk 28 | Wk 29 |
| Gate 3, ready to hand over | Wk 39 | Wk 39 |
Top risks
- R1Network hardware lead time slipsProc.16
- R2Carrier circuit late for cutoverNet.15
- R3Change freeze narrows the migration windowIT ops12
Decision needed
Approve weekend access for the Wave 1 rehearsal.
From the executive sponsor, by Wednesday of week 24.
Next week
- Racks in Hall 2 complete
- Core switch delivery booked for week 25, loading bay confirmed
- Escorted access for two engineers, Tuesday to Thursday
- Runbooks started with IT operations
Between reports, live project status is in the Optronix Portal, and Tron gives project updates in the portal or over text.
Safety and quality
Safe on site, checked at every hold point.
CDM coordinators
Before and during the worksCommissioning engineers
Test and verifyQuality and assurance managers
Through to handover| # | Activity | Evidence | Point | By | Status |
|---|
Proof/redacted
Five workstreams. Fourteen months. On plan.
A consolidation programme: two estates into one, with a migration, a fit‑out and a managed‑service transition running in parallel, delivered by one accountable owner.
Client identifiers withheld; figures rounded.
Who we are
Where our engineers have worked.
Why Optronix
We manage what we also deliver.
Our PMO isn’t abstract. It’s grounded in the physical delivery we do every day. We know where data centre projects actually slip, and we plan for it before it happens.
One accountable owner
One programme manager accountable from initiation to close, across every party on the programme.
Delivery teams of our own
Commissioning engineers, CDM coordinators and quality managers on the same plan as the works.
Engineers from critical estates
Our engineers have worked for Microsoft, Google, AWS, JPMorgan Chase and Jane Street, among others.
Related decks
More detail, deck by deck.
Next step
Tell us the deadline.
We’ll build the plan.
A scope, a target date and the parties involved are enough to start. We will come back with an outline programme, the governance we would put around it and a first RAID log.
Data Centre Lifecycle Experts