http://hdl.handle.net/123456789/127 Sun, 12 Jul 2026 12:05:19 GMT 2026-07-12T12:05:19Z 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. Thu, 01 Jan 2026 00:00:00 GMT http://hdl.handle.net/123456789/20924 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. Thu, 01 Jan 2026 00:00:00 GMT http://hdl.handle.net/123456789/20925 2026-01-01T00:00:00Z 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 Thu, 01 Jan 2026 00:00:00 GMT http://hdl.handle.net/123456789/20921 2026-01-01T00:00:00Z http://hdl.handle.net/123456789/20927 Development of an Image-Based Plant Disease Diagnosis Application Via Jira 03-398242-007, Muhammad Mansoor The Image-Based Plant Disease Diagnosis Application was a project commissioned by the Marriam Rural Welfare Organization (MRWO) to deal with the shortage of agricultural expertise in the Bahawalpur and Lodhran. The project uses Artificial Intelligence to enable farmers to identify Cotton and Wheat diseases instantly and, thus, directly mitigate losses of crops and reliance on broad-spectrum pesticides. The sprints were conducted during the period of 1 to 29 December, 2025, via Jira. The scrum team operated at a steady velocity of 40 Story Points per sprint, and 50 Points in bug-intensive sprints. It was this adaptability in planning that helped the team to achieve tight deadlines and deal with complicated delivery problems. The solution is based on industry standards of mobile and cloud technology and is optimized to operate in remote and low-connectivity environments. The project was able to provide a very accurate (>92%) diagnostic mobile application and Disease Trends Dashboard to the MRWO leadership. The four Sprints were completed within the planned timeframe. Major technical risks such as hardware limitations and latency of the system were addressed in advance, without affecting the schedule. On the financial side, the project was closed within the PKR 1,347,500 budget. This endeavor demonstrated the value of agile methodologies in social projects. Mon, 01 Dec 2025 00:00:00 GMT http://hdl.handle.net/123456789/20927 2025-12-01T00:00:00Z