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At PM360 Consulting we partner with our clients to provide mission-critical project management training and project management consulting services. Through our Ten- Step ® methodology, the name PM360 Consulting has become synonymous with trust, reliability and success.


Consistently delivering high-value project results—that are on time and within budget—can be difficult. But understanding the basics of project management roles and processes can help leaders successfully guide projects and provide their teams with the support they need.


Our Services: Assessment | Consulting / Training | Application





Projects you plan and execute systematically can come in on time, on budget and deliver the scope objectives. The ten-step method is based on 30 years of ongoing research on the best practices of successful projects as against the poor practices of failed projects. This workshop teaches many techniques and tools that will save you time and money on projects.



Instead of the traditional approach to scoping and planning a project – through endless meetings – brainstorming sessions – workshops – review cycles – waiting time on sign off by key stakeholders. Alternatively, we can concentrate all those activities into a one-day focused workshop. The big idea here is that it’s possible to complete projects much more quickly than we do at the moment. By treating each project day as being precious and irreplaceable and you get far more productivity from that day – at the same time avoiding working long hours, burnout and death march projects.



If continuous and sustainable innovation is to occur, then innovation leadership and project management must be married together and with a clear understanding of each other’s roles. Innovation defines what we would like to do and project management determines if it can be done. The marriage also may require that both parties learn new skills and create a corporate culture that supports idea management practices (Harold Kerzner 2019). Executives and project managers have to show leadership in bringing together all the disparate aspects of theory, reality, vision, process, finances, adding value and benefits to create successful outcomes.



The Probability of Success Indicator (PSI) is a measurement technique you can take at any point in a project’s life and it tells you how likely or not the project is to succeed. If used at the beginning of a project, it becomes a practical approach / checklist to gauge the probability of success before a project begins. A project recovery analysis can have three possible outcomes: Delivery of the recovery project with major changes in scope, schedule, budget / or termination of the project because its not going to deliver project objectives and business value.



Executives, project sponsors, project managers, and steering committee members can learn a lot of lessons from project failures. This isn’t true for all kinds of projects, but it is for every project that involves doing something that hasn’t been done before and that has a high risk-reward profile. What defines a successful project?  Successful steering committee success is built around project delivery success, product / service success and business benefits through 12 actions roadmap to be effective.



Project Sponsor is highly desirable but not always llikely. We advise on the importance of sponsorship and how to achieve it. Executive sponsors are responsible for initiating.ensuring,approving and establishing the vision,governance and value / benefits realization for the project. Successful executive sponsors build project sponsor capabilities through the ARC Model and 10 actions roadmap.


Project prioritization portfolio management is about doing the right projects. There are three key criteria to take into consideration when assessing a portfolio: the combined value of the projects in the portfolio, the overall risk/value balance and the alignment of the portfolio with the strategic goals of your business. Organizations that fail to bridge the gap between strategy design and value delivery are wasting eye-watering amounts of money on poor project performance. Key considerations should be given to the following in selecting projects for your portfolio. The goals are clear and simple.  (1) Maximizing the value of your portfolio (2) Seeking the right balance of projects (3) Creating a strong link to your strategy (4) Doing the right number of projects.


The business case brings together the benefits, disadvantages, costs, and risks of the current situation and future vision so that executive management can decide if the project should go ahead. A business case is prepared during the project initiation phase, and their purpose is to include all the project objectives, costs and benefits to convince stakeholders of its value. Benefits realization management will show you how to develop, track and manage benefits effective, drawing on established frameworks and discussing some of the common pitfalls and challenges you can expect to encounter. We then develop the modern project charter should be divided into seven categories: (1) Strategic plan (2) Capacity Planning (3) Assumptions (4) Success (5) Alternative options (6) ROI – Budget, schedule and profits (7) Risk management. The business case must be constantly reviewed throughout, ensuring that the project can be stopped or changed immediately if it is no longer providing value.

41% of businesses identified that project failure was the fault of a lack of investment and involvement from senior management – probably because they couldn’t see the value of it (PMI).
50% of $1M+ projects fail to meet their business objectives (Gallup).
37% of projects failed due to a lack of clear goals and benefits for the project (PMI).


A proven practical approach to building project business value. A 3-step process to develop the KISS Strategy, (1) Understand your market (2) Gain competitive advantage – USP (3) Managing business risk – balancing risk and opportunity. Project management capabilities – Ten Steps to project delivery.



The world of project management has changed over the last twenty years to meet the changing demands required by organizations, who are applying leaner operation models with fewer resources, risk adverse, project constraints and restricted budgets to deliver projects. Consequently, the need for management within organisations is to focus on choosing the right projects to add business value, benefits and return on investment is more important now than ever before. Academic and industry research confirms that there is still a high level of project failures across all industry sectors (Average success rates are at 30% while failure rates are at 70% according to Project Management Institute Studies and Standish Reports 2023).

What defines success and failure of a project? There are two elements of project success: success criteria – how we will judge the project to be successful and success factors – the elements of the project we can influence to increase the chance of success. Different stakeholders judge the project to be successful in different ways.It is important to achieve a balance of those different criteria in meeting the needs of the different stakeholders. Overall the project will be successful if it delivers the desired performance improvement or better at a time and cost that provides value and benefits for ther organization.

The diagram below offers a visual path of these steps and how they interrelate. (The Project Success Model – Henrico Dolfing)



The Project Success Model


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