All Resources

Welcome to our Resources area, where you’ll find useful tools, templates, White Papers and videos to help navigate a range of issues.

We update these regularly, so come back again soon and see what’s new.

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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P3O and PM3

White Paper 5: P3O and PM3

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Without the tool to support P3O, the business case becomes harder to justify to senior management. The other real benefit of a tool like PM3 is that it helps drive the organisational change that is required to implement P3O. For example, if PM3 is implemented and configured to an organisation’s P3O requirements then project team members, managers and senior stakeholders are ‘encouraged’ to follow the process.
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Project Outcomes: When success means failure

White Paper 4: Project Outcomes – When success means failure

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Ask almost any Project Manager for his or her definition of a ‘successful project’ and you will hear a reply that sounds something like, ‘It’s a success if I deliver the agreed project outputs to budget, schedule and quality needs.’ Indeed the Standish Group, whose principal role is to track project successes and failures, defines as ‘an unqualified project success’ a project that has delivered its key outputs within 10% of budget, schedule and quality needs. So even coming within 10% is an ‘unqualified success’.
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Establishing the Portfolio Management Office

White Paper 3: Establishing the Portfolio Management Office

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PMOs have traditionally been perceived as a policing or admin function. Many organisations are now elevating the PMO in terms of importance. Organisations are doing this by establishing the PMO as the ‘centre of excellence’ for portfolio management. In other words, what started as the Project Management Office and morphed into the Programme Management Office needs to move one step further up the PPM (Project Portfolio Management) value chain.
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Presentation: Agile and the PMO

Presentation: Agile and the PMO

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PMOs are well established in the traditional project world where they help senior executives control and manage the project portfolio. There are a number of well established tools and procedures that assist PMOs in this task. However, where an organisation has adopted Agile delivery practices the role of the PMO needs to change.
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Presentation: what next?

Presentation: Crouch, Touch, Pause, Engage

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Agile techniques such as Scrum are becoming increasing popular as ways to deliver IT projects faster and with higher success rates. But how do you change your established waterfall-based project processes to Scrum and is it always the right move?
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Presentation: To change or not to change

Presentation: To change or not to change, that is the question

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Actually, it isn’t. The real question is “once we decide to change, how do we make the changes stick?”
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Template 7: Project Post-Implementation Report

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Based on our many years of programme and project experience we have developed a set of useful templates.
Don’t reinvent the wheel – download this template to use on your projects and programmes.
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Template 6: Project Completion Report

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Based on our many years of programme and project experience we have developed a set of useful templates.
Don’t reinvent the wheel – download this template to use on your projects and programmes.
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Template 5: Project Control Plan

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Based on our many years of programme and project experience we have developed a set of useful templates.
Don’t reinvent the wheel – download this template to use on your projects and programmes.
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