Project intelligence for complex engineering projects
You’re three weeks from a steering committee.Everyone says the project is green.Would you bet your job on it?
The truth about your project is already in the SOW, plans, change requests, status reports, meeting notes, risk logs, and decisions. I connect the evidence, challenge the reported status, and show you what requires a decision now.
Powered by PMAC and more than 20 years of project leadership.
- A predecessor slipped; the milestone date didn’t move.
- Two decisions still have no owner.
I’ll tell you if you really know what’s going on.
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.
The service gives you an additional project intelligence layer, alongside the people already running the project.
See the relationship between what was promised, planned, changed, reported, and delivered.
Identify open decisions, missing owners, unresolved dependencies, and management deadlines.
Test whether the current status is supported by the underlying project evidence.
Turn findings into a small number of decisions and actions that leadership can move forward.
When the available materials do not support a conclusion, the output says so. PMAC does not invent certainty.
The service
Project Intelligence as a Service
A senior project executive, powered by PMAC, working on one real project.
You share the project materials that already exist. I use PMAC to analyze the project across its documents, plans, reports, decisions, changes, risks, and dependencies. I personally review and validate the findings, identify what matters, and work with you to turn the analysis into decisions and follow-through.
Select the project, define the scope, and understand the business context, sensitivity, stakeholders, and management questions.
Run PMAC across the agreed project materials and connect findings across documents and project stages.
Validate the findings, separate signal from noise, and produce an executive view of risks, gaps, dependencies, and decisions.
Follow what was resolved, what remains open, what changed, and what now requires management attention.
The first 30 days
What happens in the first 30 days.
Project selection, scope, context, materials, management questions, and sensitivity boundaries.
PMAC analysis, cross-document review, professional validation, and first management findings.
Executive review, prioritization, owners, decisions, and agreed actions.
Follow-up on what changed, what remains open, and what requires escalation or additional management action.
The first month must earn the second one.
The engine
PMAC is how I see what a manual review misses.
PMAC is the project analysis system I built to read large bodies of project material, compare them across stages, and identify relationships that do not appear in a single report. It helps me examine:
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.
I review, challenge, prioritize, and interpret the findings before they become management recommendations.
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 picture of the project
- Key findings and the evidence behind them
- Open decisions that require management attention
- Risks, gaps, missing information, and dependencies
- Prioritized actions, with owners and target dates where agreed
- A review session with Guy
- A follow-up view of what changed, what was resolved, and what remains open
- The supporting PMAC analysis and project artifacts, to the agreed scope
The build is on schedule, but one dependency is now the critical path. Two decisions this gate determine whether the milestone 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 enterprise projects across FinTech, InsurTech, Cyber, and multidisciplinary delivery environments.
I built PMAC because project leaders are expected to understand more information than any person can realistically read and connect manually. PMAC expands the amount of evidence I can examine.
My role is to decide what matters, what needs validation, what management must address, and what should happen next.
Pricing and engagement
Project Intelligence as a Service.
Initial three-month engagement.
Three months gives us enough time to diagnose, act, and follow what changes. The exit stays easy because the work should earn the next month.
- We begin with one agreed project and scope
- No software implementation is required
- No integration project is required to begin
- You can end the service during the first month with only a few days' notice
- From the second month onward, the service can end with 30 days' notice
The relationship continues because of value and satisfaction, not because of contractual lock-in.
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, access is controlled, and it is removed after the engagement. For regulated environments, a separate deployment model is available.
- Your project materials are never used to train the models.
- Encrypted in transit and at rest, with row-level access isolation.
- Removed after the engagement, on an agreed schedule.
- Options for regulated or sensitive environments.
Questions
The questions leaders ask first.
Does this replace our project manager or PMO?
No. The service supports your existing management team. It is an additional intelligence layer, not a replacement for your PM, PMO, engineering team, or project controls. 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 first engagement works from existing documents and exports. Reading directly from a source system such as Jira or MS Project is optional and never required to start.
How quickly will we see the first findings?
The first month is structured to reach initial management findings by around week two, an executive review by week three, and a follow-up on what changed by week four. Depth depends on the materials and the project context.
What happens if the project material is incomplete?
Missing evidence is itself a finding, and it is reported. When the available materials do 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, including options for regulated environments.
What happens if we are not satisfied during the first month?
You can end the service during the first month with only a few days' notice. From the second month onward the notice period is 30 days. The exit stays easy on purpose: the work should earn the next month.
Is the service an audit of our people?
No. The work assesses the project information and the management picture, not employee performance. It exists to help your team see the project more completely, not to grade the team.
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.
Send me your project.I’ll tell you if you really know what’s going on.
Choose one real project. We will define the materials, the management questions, the sensitivity boundaries, and the first review. No software rollout is required to begin.