White Papers

White Paper 15: Intelligent Project kick-off; don’t waste your time planning

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Project kick-off is the most important phase of a project, bar none. But too many organisations waste time trying to produce a detailed, credible plan during kick-off when it just isn’t possible.

This white paper describes a smart, proven, outcome-driven approach to kicking off projects and programmes effectively, leading to an agreed, workable, measurable plan for delivering the work

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White Paper 14: Intelligent Workforce Solutions; smart time management

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Most organisations invest significant time and effort in producing good, robust, detailed plans for their projects and programmes. Many also monitor and control progress, cost and quality as the plans are delivered. But how many use timesheets to drive this progress reporting ?

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White Paper 13: Intelligent Change Management; Outcome driven change

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There has never been a greater need to manage change effectively within organisations, yet Change Management is so often seen as a ‘black-art’ and an unnecessary, complicated overhead. But we all know that successful change doesn’t happen by accident. So how can organisations embrace change management and help ensure that successful step-changes happen ?

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White Paper 12: Intelligent Governance – Smart Gateways & Sharp Communications

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The need for programme governance has never been greater, yet it is so often seen as unnecessary red tape : Programme Managers just want to get on delivering stuff, they don’t want to get bogged down in administration. Yet every programme has a number of key decision and review points, where the continued viability of the programme needs to be confirmed by the Sponsor and key stakeholders.

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Rolling out change to stores

White Paper 11: Rolling out Change to Stores without Damaging Operational Performance

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Retailers are constantly rolling out changes across their stores. It is important to understand holistically how much change is being asked of individual stores and staff members. Too much change can mean that the change is badly implemented or operational performance impacted negatively. This free white paper outlines a process and a tool, PM3, that can help understand the holistic change and smooth out change spikes.

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White Paper 10 : Making the case for PPM

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Before investing in Project Portfolio Management (PPM) tools you will almost certainly be asked to provide a Business Case for the investment.

Our own experience, supported by independent research, shows that clients can achieve a Return on Investment of 6-9 months and significant year-on-year savings through an investment in PPM tools.

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White Paper 9: Comparing US and UK PPM Standards

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A guest White Paper from Adam Humphrey, comparing and contrasting the UK and US standards for Project Portfolio Management.

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Intelligent IT Cost Reduction

White Paper 8: Intelligent IT Cost Reduction

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This paper is based on many years of experience running and supporting IT cost reduction programmes for major UK organisations. Our focus is not on the arcane theory of cost reduction but the pragmatic, down to earth, ‘how to’ deliver results and, in particular, how to avoid the many pitfalls that exist in this type of (highly challenging) work. It won’t guarantee success but it should greatly reduce the risk of failure.
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Intelligent Project Prioritisation

White Paper 7: Intelligent Project Prioritisation

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To prioritise in an intelligent fashion rather than ‘who shouts loudest’, you need to develop a ‘balanced portfolio’ of projects that will typically be a mandatory and discretionary mix, including ‘star prizes’ (high payback and low risk), ‘early prizes’ (fast payback but typically high risk), ‘easy prizes’ (low risk but typically low payback) and ‘hard prizes’ (high payback but typically high risk).
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Programme Management: taking the Captain's View

White Paper 6: Programme Management – taking the Captain’s view

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Managing a programme of many inter-dependent projects can sometimes resemble a busy shipping lane. The Captain needs to know that every part of the ship is working correctly (the engine room, the restaurants, customer relations, cleaning, entertainment, land trips and so on) and has officers who are responsible for each aspect to ensure its safe passage through the channel.
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