01
The status report is theater.
Every project is 'yellow' because nobody wants to escalate. By the time something turns red, you've missed the window to do anything about it.
Practice 04 · Cerri
Portfolio visibility for PMOs running fifty-plus concurrent projects.
Real-time RAG status across every program. Capacity planning the CFO trusts. Not a deck refreshed quarterly that's already wrong.
PPM at scale is where most ops dashboards fall apart.
02
Capacity planning is a guess.
You don't know who's actually committed to what across the portfolio. Three managers think the same person is available next month. Two of them will be disappointed.
03
The CFO can't see ROI.
Each project tracks its own metrics in its own spreadsheet. There's no portfolio-level view of where the money went, what shipped, and what came of it.
What you get.
- A Cerri PPM deployment scaled to your portfolio: fifty, a hundred, or several hundred concurrent projects
- Real-time RAG (red/amber/green) status across every project, with surfacing logic that catches drift before things turn red
- Resource and capacity planning across teams and BUs: who's committed to what, where the conflicts are, where the slack is
- Portfolio-level reporting: spend, shipped scope, business outcomes, ROI by program
- Integration with your finance system (so spend rolls up automatically) and your HR system (so capacity reflects actual headcount)
- A PMO operating cadence: weekly portfolio reviews, monthly steering, quarterly portfolio rebalance
What sixty days looks like.
- Days 1–20: Portfolio inventoryCatalog every active project. Surface the zombie projects nobody wants to admit are dead. Establish the project taxonomy (program / project / epic / workstream) and the metric definitions you'll govern by.
- Days 21–40: Stand up CerriConfigure project types, RAG logic, capacity model, integrations. Migrate active projects in. Train PMs and program leads on the new tooling.
- Days 41–60: Operate the cadenceRun the first weekly portfolio review on the new tooling. Run the first monthly steering. Refine the metric definitions based on what people are actually arguing about.
How engagements are structured.
Cerri implementations are typically 60-day fixed-fee starters, scaled to the size of your portfolio. After the starter, ongoing PMO advisory is offered as a quarterly retainer, usually with a senior operator embedded part-time as your fractional PMO lead.
Frequently asked.
We have monday.com / Asana / Jira already. Why Cerri?
Cerri is built for portfolio-level project operations at scale. monday.com and Asana are excellent at the project level, but they fall over once you're trying to manage and report on 50+ concurrent projects across BUs. The good news: Cerri integrates well with both. It sits above them, not in place of them.
We don't have a PMO yet. Should we build one before doing this?
Often the answer is no. The Cerri rollout is frequently the operating-model intervention that creates the PMO. We've done both: standing up a PMO from scratch alongside the tooling, or implementing for an existing PMO that's outgrown its current stack.
How big a portfolio is this for?
Anywhere from 30 active projects up to several hundred. Below 30, you can run effectively in monday.com or Asana alone. Above several hundred, we'd talk about whether you need Cerri plus something heavier (Planview, Clarity) for specific subdomains.
Are you Cerri Partners?
We work directly with Cerri and have implemented their PPM at the portfolio scale. Formal partnership tier is something we'll discuss in a discovery call if relevant to your engagement.
What about ongoing support?
Optional fractional PMO retainer post-launch. Many clients take it for the first six months while the operating cadence establishes, then go independent.
Pairs well with.
Bring us
the messy one.
The system that's been on the roadmap for two years. The migration that's already failed once. The AI strategy that didn't make it past the deck. That's the one we want.