Practitioner notes on programme recovery, PMO design, and delivery leadership for financial-services firms in the UK and UAE. Written from the field, not the textbook.
Every programme has a risk register. Few are useful. What makes them useless, and how to fix yours without starting from scratch.
Read more →Stakeholder engagement is the first thing to break on a failing programme and the last to get fixed. How to rebuild confidence when it's already deteriorating.
Read more →Not a senior project manager, not a figurehead. The five things a programme director is actually responsible for, and why organisations get the role wrong.
Read more →Scope creep accumulates quietly, one reasonable request at a time. Why it happens, and how to control scope without killing delivery momentum.
Read more →Agile works brilliantly in small teams and less well on a 200-person transformation. Where enterprise Agile breaks down, and the governance layer it actually needs.
Read more →Before you can fix a programme, you need to understand what's broken. What a rapid diagnostic answers, how to structure two weeks, and what the output should look like.
Read more →One of the most consistently neglected disciplines in delivery. Why benefits realisation gets skipped, and how to embed it in your PMO so value is actually proven.
Read more →Setting up a PMO in the GCC is not the same as in London or New York. What makes GCC PMO design different, and a phased approach that actually works.
Read more →Every programme has a change management plan. Most don't work. Where change management breaks down, and what effective, integrated change actually looks like.
Read more →ERP implementations fail at a remarkable rate. Why they stall, and a three-phase recovery playbook that diagnoses honestly before re-accelerating.
Read more →Programme assurance is used a lot and understood rarely. What it actually is, when to commission it, and what independent assurance looks like in practice.
Read more →Most business cases fail before they're even read. What approvers actually want to know, and how to structure a case that survives contact with reality.
Read more →Most steering committees don't steer. The three things every SteerCo should do, the signs of a dysfunctional one, and how to run one that actually makes decisions.
Read more →Multi-vendor programmes are where accountability goes to die. The governance structures that make multiple vendors work together instead of pointing fingers.
Read more →Go-live is the beginning of the transformation, not the end. The three reasons transformations stall after launch, and the structures that prevent it.
Read more →Every programme has a benefits case. Very few are tracked after approval. How to build a framework with ownership, baselines and reviews that outlast the programme.
Read more →The most important role on any enterprise programme is also the most consistently misunderstood. What the sponsor role actually is, why it breaks down, and how to fix it mid-programme.
Read more →60% of PMOs are shut down within three years. The failure is rarely a mystery, it's a pattern. The four failure modes I see on every recovery, and what it actually takes to break them.
Read more →Most stalled programmes share the same root causes. The recovery is rarely about strategy, and almost always about accountability. Here is what we look for in the first two weeks.
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