A JMC Digital product

Ryvato — a full project-management engine, governed by strategy.

Most organisations can write a strategy and most can run a project. The expensive gap is between them. Ryvato closes it from the engine up: CPM scheduling, Gantt and the critical path, earned-value analytics, risk and portfolio health — with objectives, key results and KPIs cascading down onto the same projects.

See Ryvato in full at ryvato.comSee the engines ↓

Ryvato’s organisation OKR chart for Halvern Group, a sample organisation: two annual objectives, each opened into three key results and the sources each key result reads. Ryvato’s own replay then shows how the first objective’s 85% is made: each source feeds its key result, and the objective is the average of its three key results.

Strategy, cascaded — one objective flowing into key results, each linked to the unit that owns it. Sample data.

What it is

Five functions, one integrated system

Ryvato — a JMC Digital product.

  1. 01

    Five functions, one integrated system.

    Strategy and objectives cascade down through the organisation. Beneath them, full project management: every project scheduled on the critical path, tracked on earned value, its schedule and cost performance rolling back up. Health scoring turns a portfolio into a single number a board can act on, and risk surfaces make the things going wrong visible while they are still cheap to fix.

  2. 02

    Built on international standards

    — including PMI's PMBOK, ANSI/EIA-748 for earned value, ISO 21500 and ISO 31000 — because governance that is not standards-based is just an opinion with a dashboard.

  3. 03

    KPIs, connected.

    Build the KPIs an organisation actually steers by, and connect each one to the projects, teams and units that move it — and upward to the organisation’s OKRs, so a number on a dashboard always traces to the work behind it.

  4. 04

    Bilingual by design.

    Arabic and English throughout, including board-ready reporting in both.

  5. 05

    Proven at scale.

    Ryvato runs in production today across the Kingdom — inside large organisations, with hundreds of projects and dozens of teams in daily use.

Ryvato’s organisation structure for Halvern Group, a sample organisation: the group card on top and its six units beneath it, each with a health score, OKR progress, flags and project health. The replay enters the July to September KPI readings: each unit’s OKR progress and health are recalculated and the group’s health rises from 63 to 72.

The organisation, unit by unit — health, objectives and flags rolling up. Sample data.

The argument

Linking strategy to its objectives and results down to projects and performance indicators, and linking project performance indicators up to the health of portfolios and departments.

Most organisations can write a strategy and most can run a project. The expensive gap is the one in between — where objectives stop being measurable on the way down, and delivery stops being explainable on the way back up. Closing it is not a reporting exercise: it means the same system has to carry the objective, the schedule and what was actually done, at every level.

Strategy cascades down; what was actually delivered rolls back up. Each row is one level of the same system.
Cascading downRolling up
ObjectivesPortfolio health
Key resultsEarned value
KPIsSchedule performance
ProjectsProgress and risk
TasksWhat was actually done

Standards and frameworks

What the engines are built to.

  • PMI PMBOK 7

    The project management body of knowledge, with PMI’s practice standards for earned value, scheduling and risk.

  • ANSI/EIA-748

    The earned value management systems standard, and what US federal programme offices are held to.

  • ISO 21500

    Guidance on project management.

  • ISO 31000

    Risk management — guidelines.

  • ISO 22400

    Key performance indicators for automation systems.

  • PRINCE2

    Projects in Controlled Environments — UK Government and AXELOS.

  • Balanced Scorecard

    Kaplan and Norton’s strategy measurement framework.

  • OKR

    Objectives and key results, from Intel and Google.

Shown running

The CPM and EVM engines, running

Ryvato calculates project performance on two engines: the critical path method, and earned value with the schedule and cost calculations that follow from it. These are Ryvato's own screens, redrawn from the running system on sample data — no client's data appears on this page.

Ryvato’s Gantt timeline for Halvern’s Monterrey Plant Expansion, Line 3, a sample project: seven phases of tasks and milestones, each task with its progress, the dependencies between them, today’s line, and the 14 tasks on the critical path. The replay traces the critical path from the business case down to the line’s handover to operations, marking each critical task as the line reaches it.

The CPM engine — a project against its baseline: dependencies, milestones, and the critical path called out. Sample data.

Ryvato’s earned value analytics for the same sample project: its progress, 36% against 65% expected, its health on schedule and cost, and its cost figures. The replay posts the month’s actual costs: the cost variance turns negative, the cost performance index falls from 1.00 to 0.94, the estimate at completion rises above the budget, and the cost side of the health card turns to a warning.

The EVM engine — planned, earned and actual cost, the indices behind them, and the forecast at completion. Sample data.

Small teams can sign up directly at ryvato.com.

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RYVATO® is a registered trademark, registered in class 9 in the United Arab Emirates and the Kingdom of Saudi Arabia.