Roger Estrada
Expertise 03

Project & Value Delivery

Delivery at pace through execution, collaboration and partnership.

I build delivery systems that turn strategy into finished work: one front door for demand, a scored and sequenced portfolio, governance scaled to risk and value that is tracked after launch. I have built PMOs from the ground up at credit unions, a SaaS startup and a broker-dealer.

The Delivery Model

The Enterprise PMO Delivery Model, in two volumes

Volume I

Organizational Framework & Governance

  • Mission and hub-and-spoke operating model
  • Intake and demand management
  • Prioritization and scoring
  • Project tiering and governance calibration
  • Hybrid methodology framework
Volume II

Software Delivery & Operations Playbook

  • Scaled Agile with governance gates
  • Four-tier environment pipeline and QA
  • User acceptance testing for regulated changes
  • Release management
  • Roles, cadence and KPIs for each

Both volumes are available on request.

From request to realized value, through one front door

Five stages joined by one line: intake, score, tier, deliver, realize valueINTAKESCORETIERDELIVERREALIZE
  1. 01IntakeOne front door
    What happensStrategic initiatives, department projects and small enhancements each take their own path
    Why it mattersNothing starts outside the portfolio
  2. 02ScoreRank by value
    What happensFive weighted criteria, a Fibonacci scale, consensus scoring and quarterly re-scoring
    Why it mattersScarce capacity goes to the highest-value work
  3. 03TierGovern by risk
    What happensEach project is classified so governance is calibrated to its size and risk
    Why it mattersLight paths for small work, full gates for high stakes
  4. 04DeliverHybrid methods
    What happensWaterfall gates, Agile and SAFe chosen by work type, with SDLC, QA, UAT and release management
    Why it mattersThe right method for each kind of work
  5. 05RealizeTrack the value
    What happensKPIs and benefits tracked after launch and reported to executives and the Board
    Why it mattersValue is measured, not assumed
Building the Portfolio Function

From an unprioritized backlog to a managed, Board-reported portfolio

I inherited a backlog with no prioritization and no project methodology, and built the portfolio management function from the ground up.

01

One Front Door

A single intake for every request, with separate paths for strategic initiatives, department projects and small enhancements.

02

A Scoring Model

Five weighted criteria, consensus scoring and quarterly re-scoring, so the highest-value work gets capacity first.

03

A Top 10 Strategic List

Leadership attention focused on the initiatives that move the strategic plan.

04

Methodology and Capacity Planning

A hybrid project methodology and a capacity planning tool, so commitments match the people available.

05

An Operating Cadence

Strategic advisor to the executive team across strategic planning, tactical execution and portfolio governance.

06

Board Reporting

Delivery performance, risks and trade-offs presented to the Board of Directors through Tableau dashboards.

Vendor Management

The vendor delivers. The credit union owns the outcome.

An operating model for a modular technology stack: seven lifecycle stages with named owners and control gates, oversight scaled to vendor risk tier, and added controls for AI and automation vendors.

  1. 01Define NeedIntake approval
  2. 02Market Scan (RFI)Shortlist approval
  3. 03Select (RFP / RFQ)Selection approval
  4. 04Diligence & ContractContract sign-off
  5. 05Onboard & IntegrateGo-live readiness
  6. 06Monitor & ReviewTier-based review
  7. 07Renew or ExitRenewal decision
Risk tiers

Tier Drives Oversight

Diligence depth and review cadence follow criticality, data sensitivity and member impact, not the buy decision.

Accountability

One Owner per Vendor

A named business owner for every vendor and module, with one accountable role for each lifecycle activity.

AI vendors

Added AI Controls

Data use, transparency, testing, human oversight and change control, aligned to the NIST AI Risk Management Framework.

Read the guide → View the PDF

Delivery Experience

Model success

Agile Transformation

LPL Financial

Led the PMO’s move from Waterfall to Agile and SAFe across a $30M portfolio of 15 concurrent compliance, legal and risk programs at the largest independent broker-dealer in the U.S., redesigning delivery practices to accelerate throughput and reduce time to delivery.

M&A Integration

Frontwave Credit Union

Built a repeatable business and technical M&A playbook covering IT systems integration, branch consolidation, member communications and regulatory compliance, and applied Lean to merge bank operations into credit union operations.

Strategic to Tactical Planning

Playbook

One-page tactical plans for every department, each goal tagged to a strategic pillar and KPI, read side by side for coverage, dependencies, dates and sizing.

Read the playbook