Evidence-based Project Assurance
Walk into the steering committee knowing what needs a decision.
PMAC reviews the project evidence you already have and gives senior management accountable for complex engineering projects an independent view of the decisions, risks, dependencies and project outcomes that need attention now, including where the evidence is not sufficient to conclude.
Independent Project Assurance, led by Guy Kushnir: more than 20 years of Program and Delivery leadership, with PMAC reading the evidence.
- A predecessor slipped; the milestone date didn’t move.
- Two decisions still have no owner.
The executive problem
The project is not hiding the truth.The truth is hiding between the documents.
Complex projects document almost everything. The challenge is that the SOW, schedule, risk log, engineering changes, status reports, meeting notes, contractor updates, and management decisions each show a different part of the picture. A green dashboard can be accurate and still incomplete.
The management question is not only “what does each report say?” It is: do all the reports still describe the same project?
The reported status is green. A predecessor has slipped, a supplier has not confirmed, and the milestone date has not moved.
A change was approved in a meeting. The plan, budget, testing scope, or delivery material still reflects the previous decision.
A risk appears in several updates. It still has no decision, owner, or management deadline.
By the time the contradiction reaches the steering committee, the project may already have paid for it.
The outcome
An independent read of the project.
Independent Project Assurance works alongside the people already running the project. It does not replace the PM, the PMO, or the delivery team.
See the relationship between what was promised, planned, changed, reported, and delivered, and which of it the supplied material actually supports.
Identify open decisions, the dependencies, approvals and gates they wait on, and where an owner or date is not evidenced in the supplied material.
Test whether the reported status is supported by the underlying project evidence.
Show what project consequence is evidenced if a decision remains unresolved, and where the evidence is not sufficient to conclude.
When the available materials do not support a conclusion, the output says so. PMAC does not invent certainty.
How it works
Independent Project Assurance
Evidence, then assurance, then executive clarity, on one real project.
You share the project material that already exists. PMAC analyzes it across documents, plans, reports, decisions, changes, risks, and dependencies. Guy reviews and interprets the findings, identifies what matters, and takes them into the management conversation with you.
Agree the project, the scope, the management questions, and the sensitivity boundaries, in a conversation, before any material is shared.
PMAC reads the agreed project material and connects findings across documents and project stages.
Guy validates the findings, separates signal from noise, and prepares an Executive Report of the decisions, risks, dependencies, and approvals that need management attention.
As new evidence arrives, run the next Review of the same project and see what changed since the previous one.
The evidence analysis
PMAC reads what a manual review cannot hold at once.
PMAC is the evidence-analysis capability Guy built to read large bodies of project material, compare sources across project stages, and identify relationships that do not appear in any single report. It examines:
The value is not another summary. The value is the relationship between the sources.
At a depth a status meeting cannot.
Important findings should be traceable to the project evidence that supports them.
PMAC compares what different sources say, not only what each document says on its own.
Guy reviews, challenges, prioritizes, and interprets the findings before they reach management.
What you receive
What lands on your desk.
Not a stack of files to read. An executive read of the project, and the decisions it points to.
- An Executive Report for senior management
- A Steering Committee Agenda built around the decisions that need attention
- An Evidence Map of what the supplied material supports, and what is not evidenced in the supplied material
- Decisions requiring management attention, with the risks, dependencies, approvals, and gates behind them
- The project impact evidenced if a decision remains unresolved
- A review conversation with Guy
- On the next Review of the same project, what changed since the previous one
The reported status is green, but one open approval now gates the milestone. Two decisions at this gate determine whether the milestone date holds.
Representative sample using synthetic project data. Not a real customer case.
Who it’s for
Built for complex engineering projects.
This is for organizations where projects involve several of the following:
- Multiple engineering or delivery disciplines
- Suppliers, contractors, consultants, or customer dependencies
- Requirements that evolve across project stages
- Formal reviews, gates, testing, delivery, or NPI
- Significant written and tabular project documentation
- Several managers or teams holding different parts of the project picture
- Executive accountability for milestones, cost, scope, and delivery
- Engineering and industrial projects
- Construction and infrastructure
- Automation and multidisciplinary systems
- Medical-device and product-development programs
- Enterprise delivery with complex customer dependencies
If you are managing one small project with limited documentation and few dependencies, this is probably more service than you need.
The system finds the signals.Experience determines what they mean.
I’m Guy Kushnir. For more than 20 years I have led complex programs and delivery across FinTech, InsurTech, Cyber, and multidisciplinary environments.
I built PMAC because project leaders are expected to understand more information than any person can realistically read and connect manually. PMAC is the evidence-analysis capability: it expands the amount of evidence I can examine.
My role is the scoping, the review, the interpretation, and the management conversation: deciding what matters, what needs validation, and what management must address next.
Security and confidentiality
Security and data handling are defined before project material is shared.
You will be asked to share sensitive project material, so the terms come first. Your materials are not used to train the models behind PMAC. Data is encrypted in transit and at rest, and access is controlled. Data is not deleted automatically; deletion requests are handled manually, with the scope and timing confirmed with you. If your organization has specific security or deployment requirements, raise them in the first conversation.
- Your project materials are never used to train the models.
- Encrypted in transit and at rest, with row-level access isolation.
- Deletion on request, handled manually; nothing is deleted automatically.
- Security requirements discussed before any material is shared.
Pricing
Independent Project Assurance, per project, per month.
- One project
- Unlimited Reviews of that same project during the month
- Support
- Routine tuning and customization
- Product upgrades
Material integrations, connectors, and custom development are scoped separately. Commercial terms are agreed in the review conversation, once the project and its scope are clear.
- We begin with a conversation, not with project material
- Scope and data handling are agreed before anything is shared
- No software implementation is required
- No integration project is required to begin
Questions
The questions leaders ask first.
Does this replace our project manager or PMO?
No. The service supports your existing management team. It is independent assurance alongside your PM, PMO, engineering team, and project controls, not a replacement for them. Your people remain the ones who run the project.
Do we need to install PMAC?
No. There is no software to install and no systems integration required to begin. We start from a defined set of your existing project materials.
What project materials do you need?
Whatever already exists for one real project: SOW and requirements, plans and schedules, status reports, meeting notes, decisions, risk logs, change documentation, and relevant spreadsheets or exports. We agree the exact set together before anything is shared.
Can we begin without connecting our systems?
Yes. The service works from existing documents and exports. Connecting a source system is never required to start; where an integration is wanted, it is scoped separately.
How is the service structured?
Per project, per month. A month covers one project and unlimited Reviews of that same project, with support, routine tuning and customization, and product upgrades. Material integrations, connectors, and custom development are scoped separately. Commercial terms are agreed in the review conversation.
What happens if the project material is incomplete?
Missing evidence is reported as missing: the output names what is not evidenced in the supplied material. When the supplied material does not support a conclusion, the output says so. PMAC does not invent certainty.
How is confidential information handled?
Security and data handling are defined before any project material is shared. Your materials are not used to train the models behind PMAC. See the Security page for the full picture.
Is the service an audit of our people?
No. The work examines the project information and the management picture, not employee performance. It exists to help your team see the project more completely, not to judge individuals.
Can you analyze engineering drawings, CAD, or designs?
No. PMAC does not validate engineering designs, drawings, CAD, quantities, or regulatory compliance. It reads and connects project management evidence: the documents, plans, decisions, and reports that describe how the project is being run.
Start with a conversation.Bring one real project to it.
We will talk through the project, the management questions, the sensitivity boundaries, and what a first Review would cover. No project material is needed for the conversation, and no software rollout is required to begin.