What is in, what is out, and who may change it.
Program Management & Delivery Partners
We fulfil our promises
We govern enterprise programs to the point where closure can be evidenced, not just declared.
- 30+
- years of delivery
- 5
- industries
- Waterfall → SAFe
- delivery range
What a PMO holds
Committed, spent, forecast. Reconciled every period.
The critical path, and the float that is left on it.
Who decides, who is consulted, who must simply be told.
Logged with a date and an owner, or they did not happen.
Contracts, variations, and what each side actually owes.
A cadence that holds when the program gets difficult.
Named early, owned by someone, priced before it lands.
Our services
Everything you need in one place
Evidence before intervention
Recover the program, then the governance that let it drift
The governance function, operated
Delivery made legible early enough to act on
Independent evidence, from outside the delivery line
The five pillars
Five commitments, and the proof each one was kept.
Every engagement is measured against the same five promises. A circle closes only when its promise is kept.
Complete means evidenced. A deliverable is closed against its acceptance criteria, or it is still open.
A program is worth what it returns. We measure that from the first period, not at handover.
A date we accept is a date we defend. If it is going to move, you hear it from us first, and early.
One version of the status, the same in the room as in the report. Bad news travels at the speed of good news.
We stay past the handover, through the period when deferred problems surface.
Industries
The method is set by the industry, not by us.
Each sector governs delivery through its own standards and gates. We work inside them rather than around them.
Automotive & Embedded
Safety cases and supplier gates run in parallel with the software increments. The release is only as ready as its evidence.
- Automotive SPICE
- ISO 26262
- IATF 16949
- APQP / PPAP
- SAFe
Energy & Industrial
Capital projects where the contract sets the cadence, long-lead procurement drives the critical path, and handover is a document exercise as much as a physical one.
- FIDIC
- Stage-gate / FEL 1–3
- EPC delivery
- Commissioning & handover
- ISO 55000
Telecom & Digital
Transformation programs where the operating model changes underneath the delivery, and rollout governance has to survive both.
- TM Forum eTOM
- ITIL
- TOGAF
- Agile at scale
Smart Buildings & Government
Fixed go-live dates set by an occupancy or an opening. Systems integration, accreditation, and facilities handover all land in the same window.
- RIBA Plan of Work
- ISO 19650 (BIM)
- Systems commissioning
- Security accreditation
Technology
Portfolios where the plan re-forms every increment, and governance has to inform delivery rather than interrupt it.
- SAFe
- DevOps / DORA
- ISO/IEC 27001
- Product operating model
Delivery approaches
Waterfall to SAFe. The method fits the program.
Capital projects and embedded software portfolios do not run the same way. Neither should their governance.
Plan fixed earlyPlan re-forms each increment
Waterfall
Stage gatesCapital projects where the design is fixed before the steel is cut, and a change late costs more than a change early.
Hybrid
Gated incrementsMost real programs. A fixed outer contract and schedule, with iterative delivery inside each stage.
SAFe
PI planningSoftware portfolios with many teams and a moving target, where the plan has to re-form every increment.
Start
Start with the deadline you are worried about.
A named partner answers. Not a form queue.
info@waffapartners.com
Mohammed RaafatManaging Director & Founder