Archive for the
‘Programme Management’ Category

In looking for business benefits most organisations face similar issues. Finding and driving out benefits is like a ‘leaky bucket’, in that once initially delivered they quickly become difficult to trace and qualify. The bucket empties faster than you can fill it up. Many organisations have a poor history of benefits realisation and find it […]

Share This: Many project managers see project planning as a ‘black art’. Funnily enough, planning a projects schedule isn’t really taught per se. New PMs are expected to gather lots of data and simply produce a rabbit out of a hat.  I’ve discovered a more rigorous approach which I’ve distilled down to ten steps, and here it […]

Share This: Part 1: The Project Management Model – An Introduction Over the coming months Pete Wilson will be explaining his approach to Programme & Project Management (PPM) and driving business change, we think that anyone charged with driving change in a business or any organisation will find the approach useful and informative. Introduction I […]

Share This: Pete Wilson discusses why ‘Scope Creep’ has a bad rep, and why it shouldn’t. Amongst Project Managers and business stakeholders alike, so-called ‘Scope-Creep’ has a bad reputation.  But why? Probably because in many cases changes to project scope are unforeseen and unplanned.    Which is odd, because given that the pace business change is speeding […]

Share This: Successful large scale organisational change demands excellent governance – part of which means understanding the difference between a Programme & a Project Organisations generally get hung up on whether or not a specific change initiative is defined as a project or as a programme. Whilst there are important and notable differences the specific […]

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