Program Management Services

Large real estate portfolios don’t fail because of a single project. They underperform when capital programs, timelines, and risks are managed in silos—by different teams, in different markets, with no consistent framework tying spend to strategy.

If you are an owner, investor, corporate occupier, lender, or public agency, the challenge isn’t just “Will this project deliver?” It’s whether your *entire program* is aligned, defensible, and controlled.

Real Estate Program Management Services

HSE provides owner-side program management across portfolios, multi-site rollouts, capital improvement programs, and modernization initiatives. Our role is to govern, coordinate, and de-risk programs of projects—so capital, schedule, and risk are managed as an integrated whole.

Led by commercial real estate executive Jeffrey S. Davis, RA, HSE combines program management, owner’s representation, and deep CPM scheduling and controls into one integrated service.

What Program Management Covers

Program management is not “bigger project management.” It is a different discipline. Where project management focuses on one asset, program management governs multiple projects together—across regions, asset types, and business units.

We help you define:

• What belongs in the program: which projects are included and how they relate
• Sequence and phasing: what goes first, what can overlap, and what must wait
• Capital prioritization: how funds are allocated across sites and years
• Common standards: templates, controls, and reporting used on every project

The result is a capital program that is coherent, defensible, and executable—not a collection of disconnected requests.

As owner-side program managers, we act as your external or embedded real estate PMO, including:

• Program governance: decision rights, escalation paths, and approval thresholds
• Standard reporting across all projects so leadership can see status, risk, and spend at a glance
• Oversight to ensure projects follow program standards—not local improvisation

For investors and REITs, this means consistent risk and performance treatment across the portfolio. For corporates and public agencies, it means capital programs run with the same discipline expected in your core business or mandate.

Portfolio and Multi-Site Program Management

Capital Planning, Modernization, and Controls

Capital Planning and Budget Governance

• Multi-year capital plans across portfolios and systems
• Prioritization by risk, compliance, asset condition, and strategic value
• Scope aligned to funding capacity and financing strategy
• Budget governance to prevent uncontrolled scope growth

Capital Improvement and Modernization Programs

• ESG upgrades, building systems and envelope renewal, and tenant/user-driven improvements
• Consistent standards across sites and projects
• Phasing to minimize operational disruption
• Lessons learned applied across the full program

Program-Level Reporting and Risk Management

• Program-level risk dashboards and exception reporting
• Exposure views by market, project, contractor, and phase
• Early warning on cost, schedule, and scope drift

Our Real Estate Program Management Framework

• Setup & Governance – set scope, targets, and decision rights; standardize templates and reporting.
• Execution Monitoring – roll up schedules and costs; flag cross-project dependencies and risks early.
• Reporting & Decisions – deliver dashboards, exception reports, and board/IC-ready recommendations.

Frequently Asked Questions