http://hdl.handle.net/123456789/17503 2026-04-07T08:45:49Z http://hdl.handle.net/123456789/20921 Implementation of Project Management Office in Sharp Brains 03-398251-010 Sara Khalid, 03-398251-002 Aqsa Fayyaz For the period 2024–2025, it has been observed through internal assessments and managerial inputs at Sharp Brains that multiple projects have experienced schedule delays, reactive risk handling, inconsistent execution quality, and limited visibility into project performance. These challenges have primarily arisen due to the absence of a formal Project Management Office (PMO), resulting in informal project planning practices, high-level scheduling, undocumented risks, and unstructured training across projects. The growing scale of operations, global project delivery across multiple regions, and increasing complexity of IT infrastructure and deployment projects have further amplified these issues, placing significant strain on project teams and management oversight. To improve project predictability, delivery consistency, and overall performance, the establishment of a centralized and supportive PMO—proposed as the Project Excellence Office (PEO)—is required. The proposed PEO will focus on strengthening schedule management, proactive risk management, and structured training support while maintaining a non-controlling, advisory role. The implementation of this independent PMO is expected to enhance on-time delivery, reduce project risks, improve execution quality, and provide better management visibility, thereby ensuring improved project success rates and supporting the sustainable growth of Sharp Brains. Mr. Ahsan Maqbool 2026-01-01T00:00:00Z http://hdl.handle.net/123456789/20924 Establishment of PMO at Horizon Healtcare Pvt Ltd 03-398251-001, Allah Bakhsh Horizon Healthcare (Pvt.) Ltd. is one of Pakistan’s leading pharmaceutical companies, operating in a highly regulated environment governed by Drug Regulatory Authority of Pakistan (DRAP) and WHO–GMP standards. With rapid organizational growth, multiple manufacturing units, and increasing project complexity, Horizon Healthcare faces challenges related to inconsistent project documentation, reactive risk management, lack of standardized governance, and vulnerability to regulatory compliance risks. This report focuses on the establishment of a Supportive Project Management Office (PMO) at Horizon Healthcare with a primary emphasis on risk management, regulatory compliance, and organizational standardization. An “As-Is” analysis and structured stakeholder interviews revealed critical gaps in documentation consistency, absence of formal stage-gate reviews, limited portfolio-level visibility, and inefficient use of project management resources. These gaps expose the organization to audit failures, unpredictable operational losses, and loss of institutional knowledge. To address these challenges, the study proposes and designs a Supportive PMO framework that provides standardized project management templates, a unified project life cycle, mandatory GMP -aligned stage gates, and a centralized knowledge repository. The PMO operates as an enabling and advisory function rather than a directive authority, ensuring minimal bureaucracy while enhancing compliance, efficiency, and proactive risk mitigation. The implementation plan includes stakeholder engagement strategies, governance structures, training policies, risk management SOP's, and performance measurement mechanisms. Successful implementation of the proposed PMO is expected to improve audit readiness, enhance visibility of enterprise risks, reduce administrative overhead for project managers, and support Horizon Healthcare strategic objective of sustainable growth within a regulated pharmaceutical environment. 2026-01-01T00:00:00Z http://hdl.handle.net/123456789/20925 Implementation of PMO at Creative Frontiers 03-398251-003, Bisma Ashraf This report presents a structured implementation plan for establishing a Supporting Project Management Office (PMO) at Creative Frontiers, a project-based creative organization delivering animation, design, and digital media solutions. The proposed PMO aims to strengthen project management practices by addressing identified gaps in project delivery and enhance overall efficiency, while generating measurable operational and managerial value. The implementation approach is based on an organizational assessment and gap analysis derived from existing operational practices. A supportive PMO model is recommended to introduce standardized processes, templates, training, and reporting mechanisms without exerting direct control over project teams. To ensure feasibility, continuity, and organizational acceptance, the current Project Management Lead is proposed to assume the role of Head of PMO. The report demonstrates the practical application of the PMO through a five-week animation and design campaign used as a pilot project, with focused implementation of risk management, training and development, and reporting functions. The proposed PMO is expected to enhance project predictability, reduce delivery risks, improve cross-team coordination, support informed decision-making, and strengthen organizational learning. The study concludes with a phased roadmap outlining the gradual maturation and long-term sustainability of the PMO as a value-enabling function within the organization. 2026-01-01T00:00:00Z http://hdl.handle.net/123456789/20920 Integrated Building Application Submission, Review and Aproval System 03-398242-006 Muhammad Hasnain Ahsan, 03-398242-008 Muhammad Usman Gill This project was created with the primary intention of creating and developing an Integrated Building Application Submission, Review and Approval System. This digital platform will also be an attempt to substitute manual, paper-based building permit with a mobile and web-based solution. The system links homeowners who are required to post drawings and documents to qualified authorities who would go through them and annotate and approve these submissions. The development was undertaken using the SCRUM model and JIRA software was used to monitor, track and manage the issues of the project. The project was separated into two large Epics: Epic1 which worked on the main submission and review system and Epic2 which worked on stabilization, quality assurance and the preparation of the release. During four Sprints, the team has managed to develop secure login system, multi-format drawing uploads, reviewer dashboard and digital annotation tools. We also resolved serious stability bugs and End-to-End (E2E) testing. This report describes the processes of Scrum, started, planned and actual, and gives some evidence of its implementation using JIRA artifacts like Burn-down charts and roadmaps. This project was created with the primary intention of creating and developing an Integrated Building Application Submission, Review and Approval System. This digital platform will also be an attempt to substitute manual, paper-based building permit with a mobile and web-based solution. The system links homeowners who are required to post drawings and documents to qualified authorities who would go through them and annotate and approve these submissions. The development was undertaken using the SCRUM model and JIRA software was used to monitor, track and manage the issues of the project. The project was separated into two large Epics: Epic1 which worked on the main submission and review system and Epic2 which worked on stabilization, quality assurance and the preparation of the release. During four Sprints, the team has managed to develop secure login system, multi-format drawing uploads, reviewer dashboard and digital annotation tools. We also resolved serious stability bugs and End-to-End (E2E) testing. This report describes the processes of Scrum, started, planned and actual, and gives some evidence of its implementation using JIRA artifacts like Burn-down charts and roadmaps. 2025-12-01T00:00:00Z