Archive for 2012

IT project failure

Why do we accept IT project failures?

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I was speaking to one of our clients recently and asked how it was going? ‘Oh, not bad’, he said, ‘apart from an £8 million overrun on a critical project.’ What struck me was not that a project had over-run or that it was so over budget. There are countless examples in the press of […]

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risk management

Risk management

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Managing risk is an important aspect of managing projects, however, in my experience, it is sometimes given the briefest consideration by project managers. A risk register can be seen as just one of those things a project manager needs to have to run his or her project. It’s in PMBOK and Prince so there must […]

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project surgeries

How project surgeries can keep programmes on track (2)

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Head Office Relocation Programme – Major Retailer A few years ago I was running a £100m+ programme to move one of the UK’s largest retailers out of its head office to a brand new building. We instigated a number of project surgeries using some of the criteria that I mentioned in my previous blog, but […]

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Project surgeries

How project surgeries can keep programmes on track (1)

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When I’ve run large change programmes I have often used project surgeries to minimise programme risks and to keep a programme on track to deliver its benefits. So what are surgeries? A surgery is when you select a project within your programme and undertake a detailed health check or ‘deep-dive’. If you are running a […]

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Rise of the PMO

The rise of the Project Management Office (PMO)

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Not too long ago the Project Management Office (PMO) was an admin function that checked risk management reports, collated timesheets and even booked hotel rooms. Some organisations still use PMOs for these activities but more and more organisations are implementing ‘value-adding’ PMOs. We have worked with some of our clients to establish these value-adding PMOs […]

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M and S logo

Project quality gates

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How to make sure your projects are on track every step of the way ‘Every project has a beginning, a muddle and no end’ … Anon I first came across quality gates a number of years ago while running a number of change programmes for Marks & Spencer. These were new at the time, at […]

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Change Management

Change overload – how to manage change at the right pace

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One of the most overlooked problems in delivering change in any organisation is the level and speed of change that seems to be required of people. Change seems to be the norm rather than the exception. I once worked in a retail organisation where change was almost frowned upon because they had been so successful […]

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CEOs

CEOs don’t need to worry about projects. Wrong!

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Just ask the CEO of Knight Capital whose recent software upgrade launched hundreds of trades resulting in a loss of $440 million. The company’s existence is threatened and today (7th August 2012) a consortium of four firms are preparing to inject £256 million into Knight Capital in an attempt to reverse the damage caused by […]

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Olympics 2012

G4S and the Olympics nightmare

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What information a CEO needs on a project. The 2012 Olympics in London is one of the biggest programmes in the UK. It all seems to have been planned and executed in a professional manner. But last week came the news about the lack of security for the Olympics as G4S had not been able […]

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7 tips

7 tips in managing a big consultancy or systems integrator

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Having worked for one of the big 5 consultancies for over ten years and then having to engage a number of them as a client, I thought I’d share some tips on getting the best value out of these relationships: Subject to availability. Be clear which consultants you are personally engaging. Some proposals will contain […]

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