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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Why project management is NOT a commodity? In recent years I have become increasingly concerned that project management is seen by some people as a commodity; it is not. A commodity is something that can be homogenised and everyone knows what he or she is getting when buying that commodity. The BBC’s Apprentice In the UK, Lord Sugar’s Apprentice […]
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