Our Corporate History

PMXPERTZ, as an organization, is an effective project management services provider by virtue of the extensive experience and knowledge residing in its individual consultants.

With a diverse background in the project environment, encompassing the aspects of People, Process and Technology, our consultants demonstrate strength and effectiveness in addressing our clients’ needs.

Our corporate history is the history of our people.

Our Vision & Mission

Our vision is to see organizations achieve global standards, incorporating best practices in every aspect of Project Management.

This vision drives our mission to build Project Management maturity through consultancy, systems implementation, providing training services or, when required, becoming the client’s Project Manager and working hands-on through to project completion.


Our systems implementation and technological experience started when ITX Solutions began operating in the region on the Microsoft Project Server platform. Working as an award-winning Microsoft Partner throughout Asia, ITX Solutions successfully implemented Microsoft Project Server 2002/2003/2007/2010 Versions for clients in broad range of businesses from Oil & Gas and Construction to Telecommunications and Finance.


Our accumulated experience with Project Consulting and Competence Development started with Semcon Project Management setting up its Asia Pacific office in Malaysia to provide project management support to the region. While the focus of our services began in the Telecommunications industry, the customer base eventually expanded to clients in the Financial, Oil & Gas and Manufacturing sectors.


Semcon Project Management made a strategic decision to withdraw its Malaysian presence and PMXPERTZ was incorporated to continue providing Project Management services globally.


The accumulated systems implementation and solutions support experience and knowledge from ITX Solutions is brought into PMXPERTZ to complete the final component of our Project Management service offerings – People, Process and Technology.

Our Philosophy

We have realized key activities that work and don’t work in a Project Management Office implementation.

Generally, if we keep these in mind, the implementation will be successful:

First and foremost, be realistic and work the basics. Don’t worry about a sophisticated estimating process yet–focus on simply understanding the project goals (a project charter) and developing basic plans. Once these basic needs are identified, stay focused and don’t do too much too soon. Employ the minimum project management essentials (such as project management plans, project schedules, project metrics, and project reporting) and start up the project management office to help project teams. Don’t try to optimize every aspect of project management.
This point goes hand in hand with the first one. Determine the organization’s most pressing concern and help fix it. Find what hurts the most and focus on it. Talk to key stakeholders at all levels within the organization. Try to fix one key concern for each level. Sometimes the immediate fix is an interim solution that is done inefficiently (such as manual reports)–but at least the report provides information and insight with some degree of confidence. Whatever we do, we link the goals of the Project Management Office to the organization’s goals and explain how the Project Management Office and project management practices help meet the organization’s goals.
Although it is painful and appears to be nonproductive, we need to take the time to plan up front. The plan will help set expectations and facilitate communications. Establish incremental goals to show progress and results to the organization. Identify specific short-term and long-term solutions and explain how, in some cases, an interim solution will set the stage for a long-term objective (for example a report that is done manually). We make sure that we plan enough time to conduct pilot tests and train individuals before setting in place the new process or system.
No matter how excellently we execute, without executive sponsorship, we will certainly face challenges. We need to understand who cares, who will be most affected, and who makes decisions. Get them involved from the beginning. Find out their needs, expectations and goals. Identify their concerns and work to address them. Keep it simple, focus on value, and plan. Understand the problems at different levels. Identify an executive “cheerleader” and encourage as much “cheering” as possible. This is the role of the ‘change agent(s)’ identified in Phase I. Conduct regular review
The best idea goes nowhere if we keep it to ourselves. We strive to explain what we are doing and most importantly why. Let everyone know how the Project Management Office and the new business practices will help them. Package a “story” and spread it around. Say the same message over and over, tailoring it for the different levels of the organization. Communicate the goals and successes through different avenues-a project board, status review meetings, e-mail, intranet or communiqués. Just get the word out.