The Client: Major Investment Company

The Problem: The Company were aware that projects were not being delivered effectively. They started to put together their own methodology and asked The Project Agency to benchmark the document. They wanted to develop in house project management skills quickly.

How We Tackled the Problem: We reviewed the internal documentation making recommendations where appropriate. We designed a two day programmemer to support the in house methods and ran a large number of project management training events. in addition, we worked with in house staff to develop their training as well as project management capability.

The Benefits: Through an analysis of a questionnaire we were able to identify a trend towards more effective project management. Essential projects were being delivered and staff were much more aware of the way to approach change thorough the use of and application of project management skills.

The Client: County Council

The Problem: The County Council has developed a close working relationship with the community through the formation of a strategic partnership arrangement. This is a multi agency regional partnership set up to develop economic, social and environmental well being of the community. This combined with a large number of internal projects meant a large number of projects for the authority, were all delivered in different ways. There were concerns within the authority to improve project management capacity - especially to deliver more effectively.

How We Tackled the Problem: After some initial discussions we met with senior managers in the Council and identified a number of themes and issues. We organized a workshop for key stakeholders. The workshop identified a number of priorities for staff to action.

The Benefits: The authority has now developed its own in house methodology [a high priority area] and ran several pilot project management programmes. They have now identified a series of programmes aimed at different levels in the organization. They now feel they are in a good position to have not only consistency of project management but consistency of delivery of projects - reaping the benefits of some good internal work.

The Client: Major University

The Problem: The University was under severe pressure. There was much competition for student places and there was a drive to try and obtain more funding through selling consultancy services to local as well as international companies. Change was needed and quickly for the university to compete effectively.

How We Tackled the Problem: We designed some specific project management events and ran these for a variety of academic and non academic staff. In addition, we worked with internal training staff to enable them to deliver the project management programme, licensing them to use our materials.

The Benefits: The University started to not only deliver key projects more effectively but started to work more as a team across departments. This helped bring about a clear culture change. Project management training is now seen as an integral part of the change management process.

The Client: London Borough

The Problem: The council was under severe financial pressure to manage within very tight budgets. Several key projects had run into difficulty and there was need to improve project delivery. There was no overall approach to managing projects and skill levels were mixed.

How We Tackled the Problem: We worked with senior managers and developed a written project management handbook. It was presented to management board and put onto the council-s intranet. Training for key stakeholders was organized and is on going.

The Benefits: Council staff now have an overall methodology with proformas to use on internal projects.  Benefits have now started to accrue. There are fewer projects as they need approval at the corporate or departmental level. Skill levels have improved and more projects are being delivered on time and within budget.

We have since carried out several internal assignments around the in house methodology including the audit of a £2m capital project.