NexaPMO ranks every investment before it is funded, records who decided and why, tracks the money and the plan while it is spent, and measures the value after. One record runs from the business case to the balance sheet.
For PMO leads, finance directors and transformation executives.
Large ERP suites split this across several products and an integration programme. NexaPMO is one journey, and the same figure is read at every stage.
What could we do, and what is each option worth?
What will we fund, and who said so?
Where is the project, and what does it cost?
Did the value arrive?
Real screens from the product, in a demonstration workspace with sample projects.
Every idea competes for the same envelope. Must-dos take their share first; the rest is ranked on strategic value against ability to deliver.
Gate decisions and change requests wait in one place, with the decider named and the oldest first. The PMO records the authority's decision; recording is not a vote.
Project managers keep the plan current in a grid and Gantt chart. The accepted baseline stays visible underneath, and a later finish shows against the approved date.
On the reporting days the PMO sets, the project manager confirms status, milestones, forecast, exceptions and any help needed. Anything unchanged takes one click.
Budget, committed, actual and forecast sit side by side and are never netted. Finance decides what is capital, line by line, with the basis kept.
Every benefit carries its approved plan, its forecast and what has actually been measured. Years that haven't arrived say "Not yet due".
Most portfolio tools are judged by what they can do. A system of record is judged by what it will not. These are built in and tested, not configured.
A project is approved when an approval is recorded against it by an authority. Until then it reads "Awaiting decision".
The initiator and the manager never decide on their own project. The PMO routes and records; it does not approve or fund on permission alone.
Rejecting, returning or deferring needs a reason from the workspace's own list and a comment. Over time, those reasons show the PMO where coaching is needed.
Realised means measured. With no measurement, every screen prints "Not measured" in those words rather than a reassuring number.
Weekly records, budgets and measurements are added to, never overwritten. A correction names the record it corrects, so an issued board pack stays explicable.
Every board pack is computed once into a fixed snapshot and the slides read only that. Titles are arithmetic with a sentence around them, never a guessed cause.
These are facts about the product as it stands, not claims about outcomes.
Each role sees the same figures through its own screens. Nobody re-keys anything for somebody else.
Set the reporting days once. See which projects have updated, which decisions are waiting and on whom, and issue the monthly board pack from the same records.
The budget, what is committed, what is spent and the forecast, side by side and never netted. Capital work in progress assessed line by line, with the basis kept.
Keep the plan current, then confirm five short sections on reporting day. A built-in guide walks a new project manager through it the first time.
Decisions waiting on you and projects off track, first. Then the value: what was promised, what has been measured, and what isn't due yet.
What is built and running today, and what comes next. We don't display a certificate until it has been awarded.
Aiden, our private AI model, reads supplier invoices and the spreadsheets you already keep, and proposes how they map into NexaPMO. Every proposal waits in a review queue, and nothing reaches the record until somebody accepts it under their own name.
Aiden runs on NexaPMO's own servers in the EU, never on a third-party AI service, and your data is never used to train it without your written agreement. Financial arithmetic stays in tested application code: the model proposes; it never computes a total or approves a budget. Aiden is being introduced to early-access workspaces first.
The rules the product enforces are written down, so your finance and governance teams can read them before they trust them.
Approval and funding as two decisions, what an authority is, why a permission never decides, and what happens when the board's limit has not been entered.
Request the guideCommitted, actual, forecast and capital work in progress, defined once, with the reconciliation that has to hold between them and the ledger.
Request the guideSeven realisation patterns, and why a balance never accrues, a ratio is never averaged and a duration is never summed.
Request the guideSend us a project list or a business plan and we will walk it through all four stages with you, on a workspace of your own. Early access is open to a small number of organisations before general release.
hello@nexapmo.com. We reply within two working days.