Thoughtfulness in management There is an old anecdote, probably apocryphal, of the manager who enters the office to see all his reports diligently bent over their work with the exception of one; who is staring into space. “What are you doing?” demands the manager “thinking” replies the hapless worker. “Well stop it and get on[…]
The value of a bit of ‘navel gazing’ As usual the centres of excellence club, a periodic event chaired by CITI and hosted by a ‘blue chip’ organisation, proved the value of taking a few moment to step off the treadmill of daily activities and reflect on what we’re doing and why. PMOs were the[…]
CofEe Club 36 – The evolution of the PMO The 36th Centre of Excellence meeting was held at Aviva’s headquarters in St Helen’s, Undershaft and had as its theme The evolution of the PMO. The value a PMO brings to an organisation tends to be viewed differently depending on its function and positional perspective. This[…]
The life cycle of the methodology Whilst undertaking an assignment for a major government agency, I was shown some materials addressing benefits management. Now we know, benefits management is a challenge for many organisations and, as is often the case, this client had invested heavily in a ‘new’ approach. The materials I was shown had[…]
CITI attended the APM Spring conference and were delighted to meet so many old (and new) friends. It was a fantastic day and we look forward to following up with you all.
CITI held its 36th popular Centre of Excellence meeting at Aviva’s London headquarters during March. The theme of the day was “Evolution of the PMO” and we will be posting a summary report here shortly.
Come and see us on our stand at Project Challenge this March. It’s at the Birmingham Motorcycle Museum and CITI’s consultants will be there to talk to. Bernard Murray-Gates also be speaking on Thursday 26th March at 12:15 on “Change Management Communities of Practice – what’s in it for you?”. His presentation will cover: Why[…]
Value realised
Tesco operating model was transformed without disrupting the flow of goods to and off the shelves. The modelling carried out identified potential shortfalls and pitfalls that were addressed before implementation, reducing cost, reputational damage and senior management time.
Value realised
Clarity and consistency of delivery approach coupled to the ability to appropriately ‘tailor’ individual project’s assurance regimes at London Heathrow lead to significant delivery cost reduction whilst at the same time being coupled to increased safety of their investment cases throughout their projects’ lifecycles.
Value realised
The approach and criteria provided to Diageo to establish which processes to roll out as ‘global’, which to set up as ‘common’, and which to be ‘local’ enabled the senior management team to allocate funds and responsibilities, which in their estimation saved them several hundreds of millions of pounds over three year.