01
Scoping and estimation
What is being built, what is explicitly not, what "done" means, and what it will realistically cost in time. Most project failures are scoping failures that surfaced late.
Delivery
One person accountable
Scoping, planning and delivery oversight for digital work, including work being done by other suppliers.
In short
Project management as a service means Rynexor takes responsibility for turning a brief into delivered work: defining scope, planning capacity and dates, coordinating everyone doing the work (internal teams and external suppliers alike) and reporting progress, risk and budget clearly. It is used when a project spans departments or vendors and nobody internally has the bandwidth to hold it together.
What this covers
4 areas
02
Supplier coordination
One point of contact across agencies, freelancers and internal teams. You stop being the integration layer between four vendors who each assume someone else has it.
03
Delivery oversight
Dependencies tracked, risks raised while they are still cheap, and a status you can act on, not a percentage that has said 80% for three weeks.
04
Handover and documentation
The project ends with your team able to run what was built. A delivery that depends on the people who left is not finished.
How it runs
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Stage 01
Discovery
What the business actually needs, as distinct from what has been specified. These differ more often than anyone likes.
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Stage 02
Scope and plan
A written scope, a sequenced plan with dependencies, named owners on both sides, and an agreed definition of done.
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Stage 03
Capacity and commitment
Dates set against real availability. A plan nobody has capacity for is a wish with a chart attached.
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Stage 04
Run
Weekly progress against plan, risks raised early, decisions recorded so nobody relitigates them in month three.
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Stage 05
Close
Acceptance against the definition of done, documentation, handover and a retrospective covering what went wrong as well as what shipped.
What you get
- Written scope with explicit exclusions and a definition of done
- Sequenced delivery plan with dependencies and named owners
- Weekly status against plan, with risks and decisions logged
- A single coordination point across every supplier
- Handover documentation and a closing retrospective
Questions we get asked
Can you manage work we are not doing?
Yes. That is much of it. We regularly coordinate other agencies, freelancers and internal teams. Where we also deliver part of the work, the reporting separates the two so our own progress gets the same scrutiny as everybody else's.
How is this different from hiring a project manager?
It starts faster, it stops when the project does, and it carries the technical judgement to tell whether a supplier's estimate is reasonable. For continuous delivery you should hire; for a defined programme this is usually cheaper and less risky.
What if the project should not go ahead?
We say so, in discovery, before the budget is spent. That has happened and it will happen again. Telling you early is the most valuable thing this service ever does.
Scope it properly.
Tell us what you need covered. We will reply with what the work actually requires, including when you do not need us yet.
Start a brief