Fatih Görgülü · PMO · ERP · Transformation Projects
In transformation projects, the task is not just technology; it is managing decisions, ownership, and delivery discipline.
I turn field experience from software and ERP projects into practical resources that clarify decisions, surface risk, and move delivery forward.
About →
Delayed decisions, unclear ownership and work advancing on assumptions create a hidden project cost. Review the Decision Debt lens.
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12+ years of field experience
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60+ project deliveries
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Transformation project manager and advisor
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PMI Türkiye President, 2025
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Working frames for scope, roles, risk, and go-live.
Explore →02
The governance space from reporting to decision-making.
Explore →03
Move into verified event records, adaptable workshop formats, and their details.
Explore →04
Explore work and production beyond ERP.
Explore →Work areas
I consider scope, data, process, and ownership alongside delivery discipline.
I focus on how visibility, risk, and accountability connect to decision quality.
I bring field-based examples and adaptable formats together for university, internal, and professional community settings.
This is where I collect production, design, and applied work beyond corporate projects.
Field evidence
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14 February 2025
Atılım Üniversitesi
A university seminar on the project management community, professional development, and the role of a project mindset across disciplines.
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6 November 2025
Şişecam
An internal session on project management through goals, planning, communication, risk, and leadership.
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13 February 2026
PMI Türkiye ve Teknopark İstanbul
A session on treating digitalisation as a combination of technology, data, ownership, governance, and adoption.
View details →Working approach
Creating value in the field starts by making reality visible, connecting decisions to ownership, and turning delivery into a working system.
Review the complete approach →01
Process, data, risk, decisions, and ownership are brought onto one shared surface so management can see what is waiting and why.
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Meetings and reporting move beyond status sharing to produce decisions, accountable owners, actions, and follow-through.
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The aim is not simply to switch on a system, but to establish a working model that runs through the system, is owned by the team, and leaves sustainable value.
Field perspective
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Insight
An ERP project cannot be considered healthy from its schedule, budget, or completion percentage alone. Decision governance, ownership, scope control, data readiness, user participation, testing discipline, and go-live preparation need to be assessed together.
Read insight →02
Insight
Hypercare exit criteria define when the intense post go-live support period can safely move into normal operations. Without them, hypercare either closes too early or turns into an open-ended support phase with unclear scope.
Read insight →03
Insight
AI can summarize meetings, draft reports, classify risks, and make project information easier to see. That does not remove the need for project management. It changes where the project manager must create value: ownership, judgement, escalation, stakeholder alignment, and decision quality.
Read insight →Selected professional projects
A selected project CV that makes responsibilities across public procurement, inventory management, and healthcare operations visible with their period, organizational context, and field-transformation focus.
Review the complete project journey →Project management and application-lifecycle responsibility for multiple enterprise management systems developed for Public Hospital Unions at Fastsoft A.Ş. between 2012 and 2017.
Company: Fastsoft A.Ş.
Review project record →
A large-scale public-sector project delivered in 2015–2016 to bring PTT's nationwide demand, inventory, budget, procurement, inspection-acceptance, guarantee, and payment processes into one web-based management system.
Company: Fastsoft A.Ş.
Review project record →
Executive view
A short frame for reviewing project visibility, decision flow, and delivery risk.
Open the short assessmentProject signals
Control surfaceVisibility
Decision flow
Delivery risk
Starting point
Three short starting points for seeing scope, decision flow, and delivery risk more clearly.
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Guide
Helps read scope, process differences, and decision points together.
Open resource →02
Insight
Examines the link between technology investment and management ownership through a field perspective.
Open resource →03
Tool
Brings delivery signals together in a short, decision-oriented assessment surface.
Open resource →