Since its foundation, CITI has been a centre for applied research into implementing successful change. With a unique mixed university and commercial background, we have available to us rich sources of evidence-based and research-backed know-how that we have used to develop solutions tailored to each of our clients' unique problems.
Over the last twenty-five years, we have run many research projects and longtitudinal studies that, collectively, are unmatched in their reach. If you are interested to find out whether we have information or research on a particular topic that is not featured below, please contact us and we will be pleased to share what we know.
If you have completed, or are currently involved in, related research we would be delighted to be invited to discuss your findings and to see if there are ways in which this can be taken forward into the wider change and delivery management communities.
CITI reviewed and analysed every project management body of knowledge (BoK) published in English from around the world. By compiling, correlating and evaluating these sources of knowledge, and adding to it our own know how and IP, we have developed a comprehensive CITI BoK that is a distillation of the 'best in class'.
We collect information and benchmarking data on the 'Knowledge, Attitudes, Skills and Experience' (KASE) of thousands of project managers through profiling based questionnaires, supplemented with face-to-face or 360 degree feedback assessment.
CITI researched what factors led to effective deployment of a PMO in certain types of organisations. We found that it was possible to define four distinct types and that each type undergoes a predictable evolution.
CITI analysed the competences and characteristics of successful programme managers and have developed a way of profiling individuals to identify their suitability and any possible development needs they might have to take on the complex role of programme manager.
Defining requirements remains an issue for many projects. Finding a way to represent them so that users, analysts and project managers can recognise that the requirements are correct and implementable was the subject of a two-year long research project.
It is common for the project plan to be confused with the project schedule – with many projects having little more than a ‘to do’ list or a MS Project schedule forming the basis of management decisions making. This research project looked at ways of creating and presenting a plan, useful to project manager and project sponsor alike.