At a time when Danny Boyle’s opening ceremony has led to much overseas interest in the National Health Service (NHS) model, the report from the inquiry chaired by Robert Francis QC on Stafford Hospital has many hard-hitting findings and recommendations (access to full report). One of the factors identified in the report that contributed to[…]

Headlined by The Times as ‘The £300m train crash‘, the Government has admitted a huge blunder in the awarding of the West Coast Main Line franchise. It appears that inflation and rising passenger numbers were not allowed for when assessing expected returns – the official figures just don’t add up. A knock-on effect has been[…]

At CITI, we are noticing an increasing trend towards a replacement of project management by change management in organisations. However, it is clear that in a significant number of businesses this is effectively achieved through a global edit replacement of one job title with another. Part of the driver to move from project management to[…]

The problem you are trying to solve. If you do not have clarity on this then you are doomed. The objective (the end point). This defines when the project will close. The critical success factors (those things you have to achieve over and above the objective to make the project a success in the eyes[…]

I am often asked how organisations can get their people to really change. “Everybody knows what they’re expected to do; they’re just not doing it.” Their discussions range over leadership styles, motivation techniques, the attributes of developing compelling stories and rolling out a series of senior executive roadshows so people ‘get it’. Will these actions[…]

Do you remember having a PCO? In days of yore it meant you had a Project Control Office. You’d be unlikely to find one called that now – far too old fashioned and misguided! Most transformed themselves into PSOs – Project Support Offices – much better, but perhaps too limiting when there were programmes and[…]