We are pleased to announce the September 2015 issue of the CITI Consulting Solutions bulletin – in this months issue: Welcome to the September Bulletin With the new academic year on us we thought it might be timely to look at the theme of work-based learning. At CITI we have always believed that practical application[…]
A fascination with change has shaped Nick’s career over the past thirty years. Arriving in project management, like so many people, by mistake, Nick soon realised that the only ‘game in town’ was achieving lasting change. The logical step, for him, was to focus on the ‘engine of change’ – individuals and their belief systems.[…]
Directed or managed change is the way organisations translate their deliberate strategies into reality. For most organisations the vehicle used to initiate and structure change is its portfolio of projects. It is, therefore, the linking of business outcomes to project outputs that is at the heart of change management. The CITI Change Diamond® model was[…]
Value realised
Having a well-structured programme, with the projects organised to give rise to the necessary business changes, and led to the earlier release of benefits and a quicker embedding of operational improvements. The structuring dealt directly with the problems…
We are pleased to announce the August 2015 issue of the CITI Consulting Solutions bulletin – in this months issue: How can my PMO add more value to the business? – By Costas Chryssou, CITI Today’s competitive global environment is forcing businesses to be more flexible, responsive to change and efficient than ever before. Gaining[…]
Costas brings over 16 years experience in technology innovation, product development and project management in the photonics and telecom industries. He has worked for world-class multinational corporations, such as Alcatel-Lucent, and for a high technology start-up from the University of Southampton, from its initial stages until it floated in the AIM stock market, where he[…]
There is something gratifying in being able to create order from a previously erratic project management landscape. In 2009 I was part of a team which was specifically set up as a PMO in response to a business problem. It was exciting to be part of a developing profession in the organisation, and by the[…]
Ignoring any “Well, it depends…” type answers (which aren’t necessarily wrong, but neither are they necessarily helpful), the best answer I can come up with is: “By performing value-add activities which cannot be performed more efficiently and effectively in other areas of the business, and the performance of which does not impact current PMO performance”[…]
Question How can the PMO support the innovation process? Our response Today’s competitive global environment is forcing businesses to be more flexible, responsive to change and efficient than ever before. Gaining and sustaining competitive advantage is one of the biggest priorities and challenges that all organisations, in both private and public sectors, face. Innovation, ‘…the[…]