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…
This UK Intelligence Agency is a forward looking organisation. Most of their employees have specialist skills, one of which is project management. The intelligence agency helps them develop and work flexibly – in ways that suit them – so that they can give of their best. Opportunity This Government body had in place a Centre[…]
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.
Value realised
The ATM Working Group agreed to a Treasury initiative to address the issue of a significant number of communities living on low incomes and in socially deprived areas that had no access to cash machines, or only machines that charged a fee for withdrawals.
Value realised
The company met its strategic vision of focusing manufacturing activities that provide sustainable employment in the UK. It also delivered the anticipated financial benefits of £148m cost avoided through the closure of sites, and a further £30m from the transfer of business activity from closed sites to retained sites.
Value realised
Senior managers of Lloyd’s Register were now confident that their scarce IT resources were being deployed to deliver to their agenda in a near optimal way – and the development of the competence and capability of IT was closely aligned to the needs of the organisation.
Value realised
The value of the ‘Right First Time’ initiative was set out at the outset. There had to be: clearer definition of projects; more engaged stakeholders; and less time and money spent on project rework. After three years, a senior I&IIT executive stated that they had audited that the level of rework costs had been reduced by 40%.
Value realised
The demands made on the capability and professionalism of project managers involved in the de-fuelling and decommissioning UK’s Magnox nuclear reactor sites are considerable. Now, when senior management allocated project managers and the other professionals they knew what the required competencies were…