Project Management, Done to a Standard
Every PSC engagement — a CRM overhaul, a data migration, a patrol beat redesign — is run as a formally managed project: chartered, scoped, risk-managed, and reported on a cadence. Project management isn't a supporting function at PSC. It's the core discipline the firm is built on.
Most projects don't fail on the technical work. They fail on the management of it.
Scope that drifts because nobody wrote it down. Risks that surface as surprises because nobody maintained a register. Stakeholders who disengage because status arrived late, vague, or not at all. The remedy isn't heroics — it's discipline applied consistently from day one. PSC engagements follow PMI standards and the PMBOK® Guide across the full lifecycle: a signed charter before work begins, a scope of work with explicit boundaries and acceptance criteria, a living risk register, written status reports on a fixed cadence, and formal change control when reality moves. Our practice is led by Nathan Kitts, PMP — and the same governance chain applies to every engagement we take, regardless of subject matter.
One discipline, applied across domains.
Technology implementations
software rollouts, system replacements, integration programs, IT roadmaps
CRM and ATS projects
platform builds, configuration, migration, and adoption (Salesforce, Bullhorn, and comparable platforms)
Data and database initiatives
cleanup, migration, quality programs, reporting foundations
Strategic and operational programs
process redesign, sales operations, cross-functional initiatives that need structure to land
Geospatial and analytical projects
territory alignment, beat optimization, and workload modeling, where PSC brings both the analysis and the management of it
The PMI lifecycle, visible to you at every step.
Initiating
a project charter: objectives, success criteria, stakeholders, authority — signed before work starts
Planning
scope of work with in/out boundaries, schedule and milestones, and a risk register scored and owned
Executing
the work itself, tracked against the plan — with decisions documented, not remembered
Monitoring & Controlling
written status reports on a weekly or bi-weekly cadence, and formal change control on scope
Closing
acceptance against the documented criteria, transition, and lessons learned
Engagement models
Full project management — PSC plans and runs your project end to end
Fractional PM / PMO support — ongoing management of a project portfolio or continuous program on a monthly cadence
Project rescue — structured recovery of an initiative that has lost scope, schedule, or stakeholder confidence
PM advisory — standing up charters, risk practice, and status discipline your team runs itself
If it's worth doing, it's worth managing properly.
Tell us about the project — we'll tell you honestly whether and how we'd manage it.