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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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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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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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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The theory of Scrum is relatively simple – indeed the Scrum Guide from Ken Schwaber and Jeff Sutherland is just 16 pages long. However, many companies struggle to gain the benefits from Scrum because they rush into using it without determining if it is appropriate for their business or for each specific project/product. They also […]
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In my previous blog I set out some of the key problems that beset a major (failed) change programme. In this blog I want to set out CSFs for how we, in Bestoutcome, typically try to avoid these pitfalls. Vision: Do ensure that there is absolute clarity on the desired outcomes of the programme (developed […]
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Not so long ago one of Britain’s major retailers issued a series of profit warnings – and then saw their key competitor leap over them in terms of both market share and profitability. Clearly something had to be done. One of the many things they did was to develop an ‘IT Transformation Programme’, identifying 26 […]
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Introduction There are some big differences in how you manage a very large or ‘mega’ programme compared to a project. In part two of this series, I will share my thoughts on the key differences in how you manage a very large or ‘mega’ programme compared to a project. Before I start, I would like to […]
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In the last blog, I talked about the problem of having one overall plan for multiple audiences. This is, in my experience, one of the most common problems in project management and one that is not found in many pm handbooks. Of course, there are other problems with planning a project and this blog contains some […]
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Introduction I’m often asked to do project health checks and one of the first project documents that I look at is the project plan. It is amazing how poor some of these plans are. One of the most common RAG status indicators is progress, i.e. how is the project doing against the timeline that is […]
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