Scenario: You are the Project, Programme, or Portfolio Manager $($or PMO Manager$)$ within an organisation tasked with enhancing strategic delivery across a portfolio of projects through improvScenario: You are the Project, Programme, or Portfolio Manager $($or PMO Manager$)$ within an organisation tasked with enhancing strategic delivery across a portfolio of projects through improved scheduling practices. Your role is to develop and present a comprehensive scheduling strategy that strengthens portfolio integration, aligns with organisational goals, and improves delivery performance.

Select an organisation $($real or simulated$)$ that maintains a Project Management Office $($PMO$)$ or operates a multi$-$project environment. The organisation must face a set of identifiable scheduling challenges across its project portfolio. Your analysis and recommendations must adopt a strategic lens to demonstrate how scheduling functions as an organisation$-$wide protocol for improved cohesion and execution.

It is expected that the assignment will build on the theories and frameworks introduced in the scheduling module, without simply restating them. A theoretical foundation is essential, but application and critical analysis will be rewarded.

Note: Ensure the chosen organisation is accessible for scheduling analysis $($e$.$g$.,$ data, structure, challenges$)$ or has sufficient publicly available information. The quality of your assignment depends significantly on the relevance and depth of your organisational context. Choose wisely.SECTION A: Organisational Context

Can you describe Cennergi$$s overall project delivery structure?

How is the PMO or scheduling function currently embedded within your business units?

How does the PMO support portfolio$-$level coordination across renewable energy projects?

Are there clear roles for project, programme, and portfolio managers?

What is the strategic role of scheduling in Cennergi$$s project governance?

Is it seen as a tactical tool or a portfolio integration mechanism?SECTION B: Scheduling Problems and Strategic Opportunities

What are the most persistent scheduling challenges Cennergi faces across its portfolio?

$($e$.$g$.,$ resource constraints, sequencing, delays, regulatory alignment$)$

Are there known bottlenecks in resource allocation or shared asset scheduling?

Can you provide examples involving key equipment, engineers, or subcontractors?

How do these scheduling issues affect strategic outcomes like regulatory compliance, delivery deadlines, or budget performance?

Is there evidence of conflicting priorities between concurrent projects?

How are these prioritised or escalated?